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March 28, 2000 Agenda ORDERS OF THE DA Y FOR TUESDA Y. MARCH 28. 2000 AT 9:00 A.M. PAGE # ORDEB 1 st Meeting Called to Order 2nd Adoption of Minutes - meeting held on March 14, 2000 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATIONS 1 9:00 A.M. - Employee Recognition for "Perfect Attendance in 1999" (see attached list) DELEGATIONS 9:15 A.M. - Tim Sample, Chief Operating Officer, Canada Games, with an update on the progress of the games. 9:30 A.M. - Deborah Mountenay, Co-Vice Chair of Volunteer Services, 2001 Alliance London, Canada Games, with an update on the Volunteer Services Committee. 2-4 9:45 A.M. - SI. Thomas-Elgin Public Art Centre requesting an Operational Grant for 2000 (ATTACHED) 5th Motion to Move Into "Committee Of The Whole Council" 5-44 6th Reports of Council and Staff Draft 2000 County Composite Budget (P/ease Bring Your Budget Binder) 7th Council Correspondence - see attached 45-49 i) Items for Consideration 50-57 ii) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items - see separate agenda 10th Motion to Rise and Report 11th Motion to Adopt Recommendations from the Committee Of The Whole 12th Consideration of By-Laws 13th ADJOURNMENT - LUNCH WILL BE PROVIDED EMPLOYEE "PERFECT ATTENDANCE" RECOGNITION The following employees are being recognized for perfect attendance In 1999. Administration Services Mark McDonald Enaineerina Services Anne Bennie Clayton Watters Financial Services Joanne Thomas Linda Veger Homes for Seniors Elain Manor Grace Beal Stewart Burberry Elizabeth Dewsnap Gloria Hiddink Richard Hiddink Claire Labonte Servat Sobhani Vera Vachon Pat Vandevenne Barb Vaughan Terrace Lodae Sonia Beavers Marjorie Ford Erika Lang Deborah Rogers Library Services Marilyn VanDaele James Welch Human Resources Harley Underhil ~. ~'F;; . 2001 Alliance London ¡ ~ ~._._- J eux d ~..~ .....,,!II.,,""''''''""..., . U , Pl-4·' C d G "r"· ~~<t<¡(~.'n~ð~cl ana a . al11es ~:71 = SPONSORS/COMMANDITAIRES Fundin Partners/ Partenaires financiers Government of Canada - $5,600,000Gouvernement du Canada- 5 600 000 $ Government of Ontario - $3, 100,OOOGouvernement de I'Ontario- 3100000 $ City of London - $2,OOO,OOONille de London - 2 000000 $ Canada Games CounciVConseil des Jeux du Canada Maior SDonsors ($500,000+Y Commanditaires principaux (500 000 $ et plus) London Free Press Labatt Ontario Breweries 3M Canada TSN/RDS Canon Canada Bell Canada Associate Sponsors ($250,000 . $499,999Y Commanditaires associés (250 000 $ à 499 999 $) Jack & Sharon Cowin The Richard Ivey Foundation The Richard and Jean Ivey Fund Donald Wright DONORS/DONS Platinum Donors ($100,000 . $249,999Y Dons P/aJine (100 000 $ à 249 999 $) CFPL Radio 98 & FM 96 The Hilton Hotel The Lawson Foundation James G. Thompson Gold Donors ($50,000 . $9.9,999Y Dons Oc (50 000 $ à 99 999 $) TomWhealy) BobSiskind 103.1 The Hawk BX 93 & CJBK 1290 Amway Lionel K. & Judi Conacher County of Elgin Ontario/Comté d'E/gin (Ontario) Charles H. Ivey Foundation Lerner & Associates Barristers & Solicitors The London Chamber of Commerce Corporate Challenge London Community Foundation London's EZ Rock - Q97.5 Radio Marketing Communication Group Inc. - John &Zena Besterd PriceWaterhouseCoopers Richmond North Centre Corporation (Glen Davis, City of St. Thomas/Ville de Sf. Thomas Andy & Helen Spriet John Thompson Whit & Heather Tucker Union Gas Silver Donors ($25,000 . $49,999Y Dons ArClent (25 000 $ à 49 999 $) Anonymous - Village of Grand BendDon anonyme - Village de Grand Bend Audio Visual Medium Paul & Kaye Beeston J. Walter Blackburn Foundation Wood Gundy Private Client Investments Canada Trust City Centre Liquidations Frank Cowan Foundation Delta Faucet Canada Elgin Community Development Corporation 2 Silver Donors ($25,000 . $49,999Y Dons ArClent (25 000 $ à 49 999 $) Beryl M. Ivey Cam & Randi Ivey London Home Builders' Association Magna McDonald's Restaurants of LondonlLes restaurants McDonald de London John Metras Memorial Fund Pro Install Multisystems Inc. Protek Systems Rogers Group of Companies Royal Canadian LegionlLégion royale canadienne- Grand Bend St. Thomas Times Journal Dave Scatcherd Invitational Charity Golf Classic Larry Shaw Sifton Properties Limited/The Sifton Family Foundation Stevens Signs & Displays Stinson Security Services Summit Foods Tornado Insulation Ltd. Robbie Wildman Bronze Donors ($10,000· $24,999Y Dons Bronz,e (10 000 $ à 24 999 $) Aon Reed Stenhouse Inc. Association canadienne-française de l'Ontario Consei Aveiro Construction Limited Brass Craft Canada Ltd. William Leonard Britton Copps Buildall Corporation of the Town ofBosanquet Dale E. Creighton Ernst & Young (John Stein, Moira Burke, GarthHowes, Michael Walker, John Sliskovic) Grand Bend & District Optimist Club Inc. Grand Bend Special Event Human Resources Development CanadalDéveloppement des ressources humaines Canada ING Halifax London Downtown Rotary Foundation May McConville Insurance Brokers Misteelco Inc. Norlon Builders London Limited Oakwood Inn Resort & Golf Club Ontario Wholesale Lumber Pelee Island Winery régional de London-Sarnia Warren Granger, 3 Bronze Donors ($10,000 - $24,999Y Dons Bronz,e (10 000 $ à 24 999 $) Rotary Club of Grand Bend Inc. David & Valorie Scatcherd & Family St. Thomas Kiwanis Stevenson and Hunt Insurance Brokers Limited Therm-O-Disc (Canada) Ltd. T. W. Johnstone Co. Ltd. Z Group ions ($5,000 - $9,999Y ions (5 000 $ à 9 999 $) Cham Cham 4 Aboutown Transportation Best Western Lamplighter Inn Jamie Bone Mr. & Mrs. Tom Brent Paul H. Cocker Cohen Highley Vogel & Dawson, Lawyers David R. Campbell Contran Manufacturing (1982) Ltd. John W. Davis Elgin Motor Freight Inc. Esam Group Gorman Rupp of Canada Ltd. Hal & Kim Gould & Family Hay Stationery Impressions Printing Ltd. Jon Jurus The Little Family London Property Management Association L TV Copperweld Mackenzie Financial Corp. McFarlan Rowlands Insurance Limited Donald C. McFarlane Pat & Bob McFarlane Dr. & Mrs. G. E. Meads Rob Mustard Robert Pearson Public Utilities Commission of St. Thomas Reg Richter Rotary Club of London Foundation 51. Anne's Community Festival John SI. Croix, Merrill Lynch ions ($5,000 - $9,999Y ions (5 000 $ à 9 999 $) Cham Cham Mary & Darwin Semotiuk Mr. & Mrs. Ley S. Smith Spriet Associates London Limited In Memory of Jack & Alice Stevens Sutton Group-Select Realty Inc. - Bruce & KarenSworik Templeton Management Limited Bruce A. Thomas Trimark Investment Management Inc. Village of Grand BendNillage de Grand Bend Carol Weldon Westburne Ruddy Electric orters ($2001 - $4,999Y orters (2 001 $ à 4 999 $) Su Su, Aar-Con Enterprises Corp. AAROC Aggregates Ltd. AGO Industries Inc. Algoma Painting And Decorating Co. Ltd Professor Ross Archibald Orville Atkins Bank of Montreal ( Matching Gift-Connie Casonova) David & Anne Bannister Bayview Sheet Metal, Heating & Air Conditioning Inc. D. Michael Bean Berry Hill Limited Blue-Con Inc. Browning-Ferris Industries Ltd. Ron Billings Jamie Bone Bob & Donna Bourne Phil & Ann Bowman Brian Finch Pontiac Buick GMC Ltd. Richard R. Brown William H. Brown Judge J. A. Brule Robert J. Cabral Canadian Auto Workers Local 1520/Syndicat des travailleurs et travailleuses canadien(ne)s de I'automobile, section locale 1520 Canadian Linen and Uniform Service 5 orters ($2001 . $4,999Y orters (2 001 $ à 4 999 $) Su Su. (Matching giWdon équivalenQ Willie & Connie Casanova** Carlson Wagonlit Ellison Travel Gregory Clark & Carol Kehoe Cobble Design Inc. The Colonial Hotel - The Gables Beverly A. Comfort Competition Toyota Ltd. John J. Connelly Dr. Catherine Copeland Robert S. Copeland County Heritage Forest Products Ltd Jack A. Coups J. Scott Cowan John Craig Mrs. John W. Cram Dale Downie Pontiac Buick 1995 Inc. Dennis & Karen Dalton R. C. Dawson Anne & Kerry Day Delta London Armouries Dial One Wolfedale Electric Ltd. Dietrich Steel Ltd. Stephanie F. Donaldson Gordon Drimmie* David & Suzanne Drinkwater Mr. & Mrs. William E. Duffield Eansor Brother's Courtesy Ford Lincoln East Oxford/Oxford Centre Optimist Club Fran Wigston Eberhard Dr. Hugh Edgar Sherwood & Carey Eddy Bruce & Tena Elliott Emco Jim & Liz Etherington Jack & Susan Eva/Electra Supply Inc. Exeter Chrysler Ltd. Dr. Robert O. & Mrs. Lois Farley Michael E. Flegel Jack & Louise Ferriman Ford Motor Company of Canada/Ford du Canada Limitée Forest City Fire Protection Ltd. Forristal Psutka & McLeod Optometrists Jack Fowler 6 orters ($2001 . $4,999Y ort11J'S (2 001 $ à 4 999 $) Su Su, 7 Pete & Libby Fowler Margaret F. Fraleigh Art Froese G & H Machine & Tool Ltd. Fred & Bev Galloway Garlic's Restaurant Edward H. Garrard Conrad & Annette Gibbs Clifford R. Giddings Ron & Dianne Gilpin Jeff Glass Warren G. Granger R. A. Green Alice D. Greenway Susan Grindrod James M. Hales The John Hayman & Sons Company Limited Heathlease - Bob Heath Highbury Ford Sales Limited David & Patrice Hilderley George R. Hill T. Harry Hoffman & Sons Ltd Fune Steven & Susan Horvath Paul G. House Dr. John A. Humphrey J-AAR Excavating Limited J. A. MacDonald (London) Limited Glenn & Joan Johnson Dr. & Mrs. Thomas A. Jory John G. Joyce Kappeler Masonry Corporation Dr. Paul Koonings Hank & Jacqui Krech Dimitry & Trish Kurilsky Ben Lansink & Peter G. White Chantal H. Lauzon Honor & Ken Lemon Ronald & Annabelle Logan London Motor Products Limited London & SI. Thomas Real Estate London X-Ray Associates Lor-Don Ltd. Lovett Electric Ltd. Marriott Residence Inn - London Home Board ra orters ($2001 . $4,999Y orters (2 001 $ à 4 999 $) Su Su, Mr & Mrs Larry MacDonald MacMaster Chevrolet Oldsmobile Cadillac Limited Bruce MacRae McDonald's Restaurants of Canada Limited/ Les restaurants Mc Donald du Canada /imitée- Grand Bend D. J. McDonald Donald B. McDonald Jean & Angus McKenzie Ted McLeod Sharileen O. McNeill Phil & Marion Maguire Rob & Joan Martin Mr. & Mrs. William C. McPhillips Messenger Delivery Service Tom Munro Sport Shop Erin Rankin Nash John & Margie Nash Robbie Nash Michael & Carolyn Noonan Oakwood Park Association OMNI Insurance Brokers Oxford Dodge Chrysler Jeep Paramount Painting & Decorating (London) Limited Bruce & Dorothy Peat John Plouffe in honour of/en I'honneur de Jim Plouffe Nancy H. Poole Pollock Rentals Ron & JudyPotter Nick & Everi Pr!gioniero Probart Automotive Group Pro Electric Purdom Insurance Brokers Agnes & Donald Ramsden Ray Cullen Chevrolet Oldsmobile Geo Ltd Tony & Frances Relouw Retirement Research Association Robert Bice Construction Inc. SI. Thomas Optimist Club SI. Thomas Slo Pitch League Ken Savage Judge Eleanor Schnall 8 orters ($2001 - $4,999Y orters (2 001 $ à 4 999 $) Su Su, Updated 03/13/00/Mise à jour 13/03/00 9 Richard H. Schulze Stefano Setacci Alan G. Sellery The Shot John T. Sliskovic Dan Smith South Western Insurance Group Jack M. Southcott Station Park All Suite Hotel Estate of/Succession de Lois M. Symons Adam A. Telfer Drs. Robert & Ann Thomas Timmerman Insurance Brokers Limited Town of Exeter/Ville d'Exeter Judith Ann Tranter Trudell Medical Group Turnay Electric Ltd. Joanne & Harry Vleuten Voyageur Transportation Services Windermere Manor Wright's Send A Basket Ltd. Murray & Shirlee Wood & Family Zurich Canada I~ CANADA GAMES COUNCIL III I HOST SOCIETY BOARD OF DIRECTORS .;. Mayor City of London (. Mayor City of Woodstock .:. Mayor City of St. Thomas .:. Mayor Village of Grand Bend (- President, University of Western Ontario .:. Canada Games Council Representative .:. Government of Canada Representative (- Province of Ontario Representative (- Co-Chairs I Phil Bowman Libby Fowler LIAISONS CO-CHAIR CO-CHAIR Federal Government HONORARY CHAIRS Provincial Government .:. Mamie McBean Canada Games Council .:. Tony Dagnone City of London University of Western Ontario I ! ! ! I Ian Gunn & Michael Brandon Michel Ruest Susan Grindrod Fred Galloway Perry Ferguson John Nicholson Co-Vice Chairs Administration, Finance & Vice Chair Vice Chair Vice Chair Vice Chair Vice Chair Technology Language Services Athletes Village Sport Services Logistics Facility Construction ..,.... $t>ð#fSMvfto.:Mr FOðd~ SDðrlT_hnJc.I "-~ FacIIlÑ(;onafnJetlmt MIIIiannIIHaniaonAVC --....- FrimkMßlerAVC Bcib-GrahäiriAVC· Doug Oa¥I$AVC BevGIoInAVC J_PeekharrtAVC T"Ð...-n- m."".~ VoIu_s...vro... .....,. S"t'l#fR_u/fø: SteYeGreanlyAVC . ......" Don BereAve Ren6e Bouchard Ave KaI'en Miltard Ave . Aquatic::Cðl1tre Fernande MclsaDQ Ave BradWIIIsAVC CcmmunleaH",. ~ l.....u_s..r.ne- SusanLeggAVC MikeKoemackAVC Doug GrantAVC Finance & T_hnoloav Yvet!eLaforé!.fIlðnerAVC "fJtflt>al~ Dave Weir AVe --- St6phaneOuelletAVC Dr. Connie Lebrun AVC ......,...... JttrmO HIebl:Iahti AVe Jltttll.&Cðmmfl.."...."..... Robert Furlong Ave Brian PamaßAVC v...". 11..._ ~ Flt-Out Wand. 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UseM!vI~AVC J......Roy Lanø_~ WððdctoekLfa/aon JK)'ft1beJut'lipel' 03/00 2001 LONDON ALLIANCE CANADA SUMMER GAMES HOST SOCIETY INC. 1 CANADA GAMES COUNCIL JII I HOST SOCIETY BOARD OF DIRECTORS .:. Mayor City of London .:. Mayor City of Woodstock .:. Mayor City of St. Thomas <. Mayor Village of Grand. Bend .:. President, University of Western Ontario .:. Canada Games Council Representative .:. Government of Canada Representative .:. Province of Ontario Representative ~. Co-Chairs . Phil Bowman Libby Fowler LIAISONS CO-CHAIR CO-CHAIR Federal Government Provincial Government HONORARY CHAIRS . Canada Games Council .:. MamIe McBean City of London .:. Tony Dagnone University of Western Ontario I I I I . Ron Logan/Carol Kehoe . Jim Etherington Donna Bourne/Beth Schroeder Ted GarrardlBob Siskind Nancy Poole Co-Vice Chairs Vice Chair Co-Vice Chairs Co-Vice Chairs Vice Chair Marketing, Sales & Media & Volunteer Services Friends of the Games Ceremonies, Culture and Merchandising Communications Education "''''''''""C"""m",,¡''JJflnnc llMlf.1hJIMk>". VðIu_,."...,.. f1ar1!J..BmrIHankKrechAVC C........o"æ elllt",....t F.dut>ftlon David Estok Ave DcnnaDagnoneAVC Sf Th.......ÆltJlnJadt.FenimanAVC David Lelgl110nAVC Roger Ut!yman Ave N....J.& AuIt1"......, ~Ann&-MarleLyonsAVC& """"'" "Mil. c.m.. LInde Lat=nAVClCarol Bulcher AVe I.enR_AVC 0....,;/_ '" Cfru<I"" c-",,/.ttc L TOI'eh ",," BiIlJoryAVC SMvIe", CI"b. Orø.,,"afI...... F",,"""'n... Ted EadlngllfAVC Mike Hama AVe '-" Jim ElherlngtonAVe & Jim Halel! AVe Jan Shepherd Ave SDoYIrenBu....u MmIBnne LaRoe AVe 1I...,If-.h,rl_JohnSlelnAVe& M_cotProa...m Ann Hulch!sonAVe R#lCixmHlon & A~. NJckPrlglorlieroAVC F."hl&Hfone.n<lCuHr,,.. 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Tim Sample Chief Operating Officer Sue Scherer AssIstant GeneœJ Managed Senior Manager Sport & AIhIete SefvIœs I I I Ussa Foster Derek Paton Kathrin Andersen -......,., SenIor Manager SenIor Manager Volunteer Services Log"'" Ad_- I I I I I Pam Huston Chris Morrissey Diane Dubois Lynda Mcintyre Sarah Baxter Rick Venette Dan Flaherty Grant Garrow Bob Undsay SportTectmk:a1 Venue Management Language Services RetaUManager MafketlngManager CeremonIes, Culture Media & Communicatio/1$ VIP Manager - AccountIng Manager ......." &Frtout Manager and Education "'~.... "'- """gO' Sandra Pflttelson Usa Mayhew Matthew Horst Elizabeth Richmond Sport SeMces Pmject Volunteer Services MarketingProect - BilIngual Receptionist I AssIstant ProiedAsslstant """"ot Seae'''y Tracy Benteln LeeAnne Cotter Casey McKeown stuœntlntemship Studentlnlem$hlp System Analyst - 01100 2001 LONDON ALLIANCE CANADA SUMMER GAMES HOST SOCIETY INC. La Société d'accueil des Jeux d'été du Canada 2001 Alliance London Inc. :t'\ ~A~ ....... ..""" 2001 Estimated Impact on London and Region Retombées estimatives pour London et la région 2001 Alliance London Jeux du ...... Canada Games ~: EconomiC ImpacURépercussions économiques million million $61 $42 Ontario London I Fu 737 571 -Year Jobs/Emplois à 'année Ontario London $21.7 million $16.6 million Salaries/Salaires Ontario London Taxes Generated/Taxes perçues million million million Conference Board of Canada - Tourism Research Institute - TEAM Economic Impact ModeV Conference Board du Canada - Tourism Research Institute - modèle de répercussions économiques TEAM $5.0 $3.2 $1.1 Federal/ Fédéral Ontario London Source: NEWSße/ease December 8, 1997 London Free Press Joins the Canada Games Team With $500,000 Contribution Two london Foundations Show Their Support With $100,000 and $50,000 Donations The London Free Press today committed half a million dollars to the 2001 London Alliance Canada Summer Games Host Society. The contribution is the single biggest for the London Free Press and its parent company, Sun Media Corporation and the largest received by the 2001 Canada Games to date. "We're more than just a community newspaper," said London Free Press Publisher and CEO John Paton. "We live here; we're a part of this community and because of such, believe it makes good sense to get fully behind an event we see as having the potential to strengthen the future development of the City of London and the surrounding region. The fact that this legacy will live longer in a physical way, such as the new UWO stadium, makes this type of investment even more meaningful for us." 2001 london Alliance Canada Summer Games Host Society Co--Chairs Libby Fowler and Phil Bowman accepted the contribution from John Paton at a news conference this morning at the london Regional Art and Historical Both expressed their delight and gratitude at the magnitude of the support from the london Free Museums. Press. "Since the day the london Alliance announced its intention to bid on the 2001 Canada Summer Games, it has been clear that the london Free Press understands the importance of these Games and the need for corporate involvement to make them the best Games ever," said Fowler. "The Free Press was instrumental in helping the london Alliance to win the Games." Bowman concurred, "While the size and generosity of this sponsorship has come as a very pleasant surprise, the Free Press support has not. The london Free Press has been with us from the beginning." Lawson Foundation and london Community Foundation Make Large Donations At the same news conference, the 2001 Canada Games london Alliance Host Society received large donations from two prominent London foundations. A check was presented by the Chair The London Community Foundation has committed $50,000 to the Games. of the london Community Foundation Board of Directors, Len Macdougall The Host Society also accepted a $100,000 donation from the Lawson Foundation. Co--Chair Bowman said, "We are pleased and grateful that both of these foundations have made such generous contributions to the 2001 Canada Games. The strength of these Games lies in the broad base of support we have received.' Fowler added, "(t's difficult to express the appreciation we feel as we continue to receive positive response from so many individuals and organizations. We are very thankful that our job of hosting the Games is being made easier with each new expression of support." $1.225.000. Total donations to the 2001 london Alliance Canada Summer Games now stand at 640-8030 Fowler ~ For Information: 2001 London Alliance Canada Summer Games ~ Host Society Co..chairs Phil Bowman and Ubby London Free Press ~ Director or Markedng Carol Kehoe - 667~1I1I Ext SS03 London Community Foundadon ~ Execudve Director Teny Campbell - 667-1600 Ext4 ~" ~j~ NEWSRe/ease Canada JeW( du ....... Canada 200 Joins 2001 Canada Summer Games Team as Major Sponsor London-based Brewery Commits $500,000 to the Games 967 Labatt September 17. 1998 - The 2001 London Alliance Canada Summer Games Host Society is pleased to welcome a new major corporate sponsor to its team. Host Society Co-Chairs Phil Bowman and Libby Fowler armounced today that Labatt Breweries Ontario, a company with a long and proud history in the London Alliance region, has come on board with a generous sponsorship package for the 2001 Canada Games. Labatt will contribute a total of$500,000 to the Games in cash, advertising and promotional support for the 2001 Canada Swnmer Games. "We are, of course, delighted that Labatt has chosen to come on board in such a generous fashion. We believe that the 200 I London Alliance Canada Summer Games represent a unique and exciting sponsorship opportunity for major corporations such as Labatt," said Co-Chair Phil Bowman. "We look forward to working together with Labatt to make the most oflhis opportunity." made at the Bruce Elliot, President, Labatt Breweries Ontario, represented the company at Labatt's Amber Lounge this morning. armouncement "The London area community has played a significant role in Labat!'s success over the 150 years we've called London home," said Elliot. ''The Games will be an important economic, social and cultural event for the community and will provide valued legacies that will deliver benefits for years to come. It is for these reasons that, as a member of the community we're proud to do our part to ensure the 200 I London Alliance Canada Summer Games are a success." As part of the sponsorship Labatt has agreed to assist in promoting the Games by lending its significant marketing experience to the host society and leading a number of unique advertising and ticket sales initiatives. Labatt will also act as host for a number of events, both leading up to and during the 200 I Canada Summer Games. "With Labatt's heritage in London and the company's ability to reach a very large and diversified market across the country on our behalf, they are a great addition to our team," said Co-Chair Libby Fowler. "This is a strong, mutually beneficial partnership." Labatt joins a growing list of corporate and community leaders who are part of the 200 I London Alliance Canada Summer Games Team, including TSN, The London Free Press, The Richard and Jean Ivey Fund, The Richard Ivey Foundation and The Lawson Foundation. Thomas, The 2001 London Alliance represents the five area partners in the Games - London, Woodstock, St. Grand Bend and The University of Western Ontario. Jeff Newton - 416/240-3031 Director of Public Affairs Labat! Breweries Ontario Phil Bowman - 640-7918 Host Society Co-Chair For more information: Libby Fowler - 858-3338 Host Society Co-Chair ~'\. ~A~ '-/_... "- '- 1Ul ZOOI ease 2001 Alliance J eux du Canada Games London members in the London and area will be wef represented in the ranks of the volunteers. "3M has a tradition of making a positive contribution in the communities in which we operate. There will be lots of opportunity and encouragement for 3M employees and retirees to get involved in the Games; he said. 3M Canada Company Sponsors Volunteers - the Heart of the Canada Games 'We could not be successful without volunteers and so we are delighted with 3M's proposal to sponsor the Volunteer Recognition Program in such a generous fashion; said Host Society Co-Chair Libby Fowler. "3M has chosen a very meaningful way to support the Canada Games. The uniforms will be, in many ways, a badge of honour and, thanks to 3M's generous support, volunteers will have a lasting reminder of their work for the Games and the London Alliance." October 7,1998 - The 2001 London Alliance Canada Summer Games Host Society is pleased to announce that 3M Canada Company has come on board as a major sponsor of the 2001 Games. At a news conference held today at 3M offices on Tartan Drive. 3M Canada President Robert Burgstahler announced that his company has chosen to focus its sponsorship on the thousands of volunteers whose time and talents will ensure the success of the Games. Volunteers will assist with every component of the Canada Games, from opening and closing ceremonies, parking, announcing, right through to the management of the Gam es. "They are the lifeblood of the Games; said Host Society Co-Chair Phil Bowman. 'We are delighted to have 3M's support focused on this very important area." Bowman added that a volunteer recruitment program for the Games will be announced in the coming months and at that time, members of the public wishing to volunteer will be asked to come forward to register. "London's successful bid for the Games generated an overwhelming amount of community support and enthusiasm; said Mr. Burgstahler. "As a company with head offices in London for almost 50 years, we share this enthusiasm and look forward to being a part of what will surely be a thrilling experience in the life of our city. Volunteers are at the heart of the Games' success and we want to support the people who will make the difference." 3M Canada Company joins a growing list of corporate and community leaders who are part of the 2001 London Alliance Canada Summer Games Team, including TSNIRDN, The London Free Press, Labat! Ontario Breweries, The Richard and Jean Ivey Fund, The Richard Ivey Foundation and The Lawson Foundation. The 2001 London Alliance represents the five area partners in the Games - London, Woodstock, St. Thomas, Grand Bend and The University of Western Ontario. Our funding partners are the Government of Canada, the Government of Ontario, the City of London and the Canada Games Council. The 3M Volunteer Recognition Program will include an opening reception especially for volunteers and provide each of approximately 6,000 Games volunteers with a distinctive uniform. The company will also make other resources, such as translation, printing, creative services and signage expertise available to the Alliance. The total value of the sponsorship support from 3M Canada Company is calculated at approximately $750,000, making it the largest corporate commitment to the 2001 Canada Summer Games to date. Mr. Burgstahler says he expects that 3M Canada employees, retirees and family Jerry Maybrey - 452-6132 Dim:tor of Publk R..tafìoll': 3M Cmlt1da COfll~'/lIIY Phil Bowman - 640-79t8 I-IMt Socidy Co-Choir For more information: Libby Fowler - 858-3338 Host SO('Ù'f.'l CO-Omir :t'\ ~I~ ......,..."'., litlllll ClødII 967 ZOO ews ease Games Welcome Corporate Sponsor Canon Canada Inc. 2001 Alliance London ~Ln~ J eux du \: Y) l Canada Games "I,C'.",,~ 2001 of faxes, printers, cameras and London Alliance Canada Summer February 5, 1999 - Canon Canada Inc., a world-class supplier photocopiers, has thrown its corporate support behind the 2001 Games. Canon Canada Inc. has generously become a major sponsor of the Games, which will take place in August 2001, with support totaling more than $500,000. The Games will be held in London, St. Thomas, Woodstock and Grand Bend. "We are proud to be associated with the Canada Games and are looking forward to working with the London Alliance to make the 200 I Games the best ever," said Canon President Joe Adachi. Canon will be the official supplier of faxes, photocopiers, digital camera, camcorders, calculators and scanner equipment to the Games. In addition, the centre where journalists who cover the Games will be based, will be known as the Canon Media Centre. "We are excited and delighted with the leadership Canon Canada is showing in supporting these Games," said Host Society Co-Chairs Phil Bowman and Libby Fowler. "On behalf ofthe entire London Alliance we can say we are truly looking forward to developing a productive relationship with Canon Canada during the Games." Today's announcement continues Canon's long term commitment to sport in Canada. Canon is a past sponsor of the 1997 Brandon Canada Summer Games as well as the 1999 Winter Games in Comer Brook, Newfoundland. Peter Witt - (905) 795-2073 Sellior Mal/ager. Corporate Commul/lcatlons Ca/IOIl Cal/ada ii/c. Phil Bowman - 640-7918 Host Society Co-Chair For more information: Lihhy Fowler - 858-3338 Host Society Co-Chair ~'t;. 'I' JellX411 "'.... 001 ..... ...... " ews ease 2001 Alliance London ~«Lo.:::r J eux du \, Y) ;J Canada Games <1C'ana&" Canada Summer Games Have a Mascot! 2001 The London March 4, 1999 - What's smart, swift, resourceful - and cute as can be? Alliance Canada Summer Games mascot - and it's foxy to boot. The red fox made its first appearance tonight, at a reception at the 1999 Corner Brook Winter Games. It seems he crashed a party being held by the 2001 London Alliance Canada Garnes Host Society, and showed up carrying a surprise birthday cake for London Mayor Dianne Haskett. The fox was recently born near the London Airport and following its nose, somehow ended up on a plane carrying special food destined to be served at the Canada Games reception. The 2001 London Alliance Canada Games representatives said it was love at first site and they've asked it to be their mascot. London Alliance Canada Games spokespersons say the young and somewhat shy fox will come home to the London Alliance when the Corner Brook Games end. Games Co-Chairs Libby Fowler and Phil Bowman say they will be looking for help from area schoolchildren to help name the new fox mascot. Details on that will be announced in the coming weeks. Hundreds of guests, including representatives of the Canada Games Council, the 1997 Canada Games Host Society, the federal and provincial governments and major sponsors, attended the 2001 Canada Summer Games reception, held at the Marble Mountain Ski Lodge. They were treated to taste delights from the London Alliance region including the people of Lenape Indian Corn Soup Delaware Nation Cheese and Fruit Trays - featuring a selection of cheeses from Southwestern Ontario Vegetarian Wrap - using Ontario goat cheese, roasted red peppers and flavored tortillas Great Lakes Smoked Fish Canapes - with mango salsa Ontario Mushroom Croustade - featuring Ontario specialty mushrooms Chicken Tenders with dipping sauces Chocolates and Maple Sugar Leaves Pelee Island Wines showcasing the wines of the north shore Labatt Beer ( a major sponsor) grown by white corn Indian traditional made with · · · · · · · · · For more information contact: The 2001 London Alliance Canada Games Office - 519-690-2001 #'\ ~1~ ......1"""·· "-...... 1967 Z001 ease 2001 Alliance London ~œ"'.4 JeUXdu t Y) l Canada Games "I, Càn."ð. Canada Summer Games Mascot has new name! 2001 Canada London - On Saturday, June 12, at the London International Children's Festival, the 200 I Summer Games Host Society proudly announced the name of the Games' mascot. gõsh). Waagosh is a native word that means 'red fox.' The name was submitted by Scott Abell, a 10- year-old St. Thomas resident from Scott Street Public School. Scott's submission was chosen from more than 4,000 names sent in by school-age children fÌ'om the Alliance partner communities in response to the Games' "Name the Mascot" contest that was held in April. (Waw- Waagosh IS The fox mascot's name "Choosing the name for our mascot was a daunting task for the nine-person selection committee," said Carol Kehoe, Games Marketing Vice Chair. "But Waagosh popped out fÌ'om the short list because of its distinctive sound. It was a bonus that it means 'red fox'. All of the committee members fell in love with its combination richness and strength. And you'll remember that these Games are about young athletes who possess the same traits. We're just delighted that Scott submitted the name he did." Scott receives a gift certificate for Games merchandise and tickets to opening ceremonies. In addition, Scott's name will be included on recognition walls that will remain in each of the Alliance partner cities. City of St. The Host Society represents Alliance partners, City of London, City of Woodstock, Thomas, Village of Grand Bend and the University of Western Ontario. For further infonnation, please contact: Carol Kehoe Vice Chair Marketing 519-690-2001 (Games Office) 519-672-8585 (Weekend) Cyndi Vienneau Mascot Chair 519-690-2001 A)'I;. ~j' -."""".' GalaaClIðdI 9672001 ease 2001 Alliance London J eux du Canada Games ~~ Q't.rC'a.na"~ Canada Games Canada brings technology to the 2001 Be LONDON (June 28, 1999) - Technology will playa key role at the 2001 London Alliance Canada Summer Games thanks to a major sponsorship by Bell Canada Bell Canada, the largest Canadian telecommunications operating company, has generously agreed to a major sponsorship with support totaling more than $500,000 This provides a wide variety of state of the art telecommunications equipment and services to make the London Alliance Summer Games, the most technologically advanced games ever held. "Bell Canada's $500,000 commitment to the Canada Summer Games will ensure that there is a world class communications network in place before and during the Games," says Rudi Engel, Senior Vice-President, Business Markets. "This will include the provision of telecommunications services and the development of a web site, which is planned to launch this fall. As well, Bell will be the exclusive supplier of telecommunications equipment, products and services to the Games." "On behalf of the entire London Alliance we want to say "thank you" to Bell Canada," said Host Society Co-Chairs Phil Bowman and Libby Fowler. "Bell is a great Canadian business success story and it is only appropriate that they will playa major role at the largest sporting event for our country." Today's announcement continues to demonstrate Bell Canada's long term commitment to youth and amateur sport. As a sponsor of the Olympics, Bell recognizes the important role of the Canada Games as a seedbed for tomorrow's Olympians. Karen Hyponen Bell Canada 1-888-482-0809 (416) 581-3311 For further information, please contact: Phil Bowman Host Society Co-Chair (519) 640-7918 Libby Fowler Host Society Co-Chair (519) 858-3338 ~'\ ~,~ t:aod'Jellldll GulIIIClHdII 967 2001 ease 2001 Alliance London J eux du Canada Games Two four one! London Alliance this Canada Day helping the 2001 Spend London - June 30, 1999. Canada Summer Games. For every case of 24 Labatt Blue bottles or cans purchased in the London Alliance region this July, Labat! Breweries will donate $1 to support Canada's top athletes at the 2001 Summer Games "This is a great opportunity to help a great cause," says Ernie Bezaire, Labatt London Regional Manager. "The 2001 Summer Games are creating a lot of excitement and interest all over southwestern Ontario and Labat! wants to do its share to ensure their success. " That is why for the next month Labatt will donate a loonie to the Friends of the Games for every single case of Blue sold in London, Woodstock, Grand Bend and 51. Thomas. It is the first of a series of events that Labat! will hold each July leading up to the 2001 Summer Games in August. says " Games "We want to thank Labatt for their generosity and continued support of our Host Society Co-Chairs Libby Fowler and Phil Bowman London Alliance Canada Labatt Brewing Company Ltd. is a major sponsor of the 2001 Summer Games. The 2001 London Alliance Canada Games is committed to hosting a community-based, athlete-centred Games that supports the goals for and demonstrates the achievements of amateur sport in Canada. The Alliance is composed of the Cities of London, SI. Thomas, Woodstock, the Village of Grand Bend and The University of Western Ontario. For further information, please contact: Phil Bowman Host Society Co-Chair (519) 640·7918 Libby Fowler Host Society Co-Chair (519) 858-3338 é"\ ",~ ......,..... ., ""'" eo_ 1H72001 ease 2001 Alliance London J eux du Canada Games Games Cool Blue for Summer LONDON - Hot, steamy July weather and the generosity of one of Canada's leading beer makers will net a cool $50,000 for the 2001 London Alliance Canada Summer Games. Labatt Breweries Ontario, a major sponsor of the 2001 Summer Games, agreed to donate $1 for every 24 bottle case of Labatt Blue sold in London, Woodstock, Grand Bend and SI. Thomas in July. The month long fundraiser collected about $30,000 for the Games. Labatt added an additional $20,000 bringing the company's total donation to $50,000. "We are thrilled to be involved as a major sponsor of the 2001 Summer Games and we want to thank all those Blue drinkers in the Alliance area for helping make this event so successful, " says Labatt Ontario President Bruce Elliot. "Labatt is committed to doing al we can to help make the 2001 Summer Games the best ever." Host Society Co-Chairs Libby Fowler and Phil Bowman offered their sincere thanks to Labatt's for their generous support. "Labatt's continued support to help Canada's best athletes compete at the 2001 Summer Games is greatly appreciated," they said. The 2001 London Alliance Canada Games is committed to hosting a community-based, athlete-centred Games that supports the goals for and demonstrates the achievements of amateur sport in Canada. The Alliance is comprised of the Cities of London, SI. Thomas, Woodstock, the Village of Grand Bend and The University of Western Ontario. Funding partners are the Government of Canada, Government of Ontario, City of London and the Canada Games Council. Libby Fowler Host Society Co Chair (519) 858-3338 For further information, please contact: Phil Bowman Host Society Co-Chair (519) 640-7918 Michelle Noble Manager Public Affairs (416) 240-3094 :t'\ ~,~ ......,_.. GIla.. e..... 9672001 2001 Alliance London ~.- J eux du ,MU..«'5~ Canada Games "I, ca,",~ Hilton London Ontario joins 2001 Canada Games Team with 100,000 dollar sponsorship October 28th, London - One of London's frnest hotels has been chosen as the "Official Hotel" for the 2001 Canada Summer Games. The Hilton London Hotel has agreed to donate more than $100,000 to the 2001 London Alliance Canada Summer Games. The landmark hotel in the heart of the city's downtown core will be the location of two major Games meetings in June 2000 and April 2001 for more than 150 officials. The Hilton London will also create a 24-hour VIP Hospitality Centre at the Hotel for the length of the entire Games in August 200 I. "The Games will be a centre of action in the London Alliance area in the summer of 200 1 and the Hilton London Hotel is proud to be a part of it," says the hotel's General Manager Joe Drummond, adding the hotel will designate space in its lobby to create an Information Centre to promote the Games. Hilton London Hotel is owned and managed by Royal Host. Royal Host is a closed-end real estate investment trust (REIT) with a national portfolio of 36 hotels with over 4400 guest rooms primarily in the upper-mid-market and upscale segments. "We are delighted that the Hilton London has agreed to act as an official supplier and Platinum level sponsor for our Games," says Host Society Co-Chair Phil Bowman. "We look forward to working with them between now and August 2001." The 2001 London Alliance Canada Games is committed to hosting a community-based, athlete- centred Games that supports the goals for and demonstrates the achievements of amateur sport in Canada. The Alliance is comprised of the Cities of London, St. Thomas, Woodstock, the Village of Grand Bend and The University of Western Ontario. Funding partners are the Govemment of Canada, Government of Ontario, City of London and The Canada Games Council infomation, please contact: Joe Drummond, Manager Hilton London Ontario, 430-6405 Phil Bowman, Co-Chair 2001 Alliance London Canada Summer Games, 640-7918 further For SPORT VENUESISITES SPORTlFS 2001 CANADA SUMMER GAMES JEUX D'ÉTÉ DU CANADA 2001 Ad . tJ'~ ~ . \-4T 2001 Alliance London ~ ~ ~._~ Jeux d ~&~ ""'""."md.." U \ Y) ¡ C d G _1-- '..~."""." ana a ames::-;-, :: PRACTICE VENUE SITE DE PRA TIQUE COMPETITION VENUE SITE DE COMPÉTITION New Stadium, UWO/ Nouveau stade, UWO · SPORT ATHLETICS A THLÉTISME LBDA Fieldl Terrain de la LBDA · Labatt Park/Parc Labatt Stronach Park/ Parc Stronach · · BASEBALL Thames Hall Fanshawe College! Col/ège Fanshawe Althouse College/ Col/ège Althouse SI. Thomas Aquinas High School/ École secondaire St. Thomas Aquinas · · · · Alumni Hall Fanshawe College/ Col/ège Fanshawe · · BASKETBALL BASKET-BALL Fanshawe Lake/ Lac Fanshawe · CANOEING CANOË-KA YAK West London/ London ouest Boler Mountainl Mont Boler Spring bank Park/ Parc Springbank MI. Brydges · · · · Road Racel Course sur route Cross Country/ Cross-country Criteriuml Critérium Time Trials/ Essais contre la montre · · · · CYCLING CYCLlSME London Aquatic Centrel Centre aquatique de London · DIVING PLONGEON New Stadium, UWO/ Nouveau stade, UWO - 1 - · FIELD HOCKEY HOCKEY SUR GAZON " PRACTICE VENUE SITE DE PRA TlQUE COMPETITION VENUE SITE DE COMPÉTlTION Fanshawe Lakel Lac Fanshawe · SPORT ROWING A VIRON SI. George's Society/ Club de rugby de la St. George's Society · RUGBY RUGBY Grand Bend Waterfront & Yacht Club/ Club de yachting de Grand Bend · SAILING VOILE Fanshawe Collegel Collège Fanshawe City Wide Sport ParklParc City Wide Sport · · Portuguese Club/Centre communautaire portugais Marconi Club/ Club Marconi · · SOCCER Douglas J. Tarry Complex/Centre sportif Douglas J. Tarry St. Thomas · SOFTBALL London Aquatic Centre/ Centre aquatique de London · SWIMMING NATATION Club London Hunt · Greenhills Golf & Country Club/Club de golf et de tennis Greenhills · TENNIS Thames Hal · Alumni Hall Woodstock and District Community Complex/ Centre communautaire régional de Woodstock · · Indoor en salle . VOLLEYBALL VOLLEY-BALL Grand Bend Beach/ Plage de Grand Bend · Beach de plage . Southwood Arena/ Aréna Southwood · Woodstock and District Community Complex/ Centre communautaire régional de Woodstock · WRESTLING LUTTE 19 TOTAL SPORT VENUESINOMBRE TOTAL DE SITES 2- ~. ~'.. NON-SPORT VENUESIAUTRES SITES 2001 Allzance London ~ ~ '"- J ~..~ 2001 CANADA SUMMER GAMES ' --- eux du \; ¥) ¡ C d G ,...'1.... ., 0.../ ana a ames::7, :: JEUX D'ÉTÉ DU CANADA 2001 MISSION CENTRE T.B.D.lÀ déterminer CENTRE DES DÉLÉGA TIONS CANON MEDIA CENTRE Station Park All Suite Hotel CENTRE DES MÉDIAS CANON SPORT RESULTS CENTRE T.B.D.IÀ déterminer CENTRE DES RÉSUL TA TS SPORTIFS ATHLETES VILLAGE UWO VILLAGE DES A THLÈTES OPENING & CLOSING CEREMONIES New Stadium, UWO CÉRÉMONIES D'OUVERTURE ET DE Nouveau stade, UWO CLÔTURE BROADCAST CENTRE Thompson Curling Rink, UWO CENTRE DE RADIOTÉLÉDIFFUSION Piste de curling Thompson, UWO ACCREDITATION CENTRE T.B.D.lÀ déterminer CENTRE D'ACCRÉDITA TION HEADQUARTERS Delta/Hilton Hotels QUARTlER GÉNÉRAL Hôtel Delta et Hôtel Hilton TSN STAFF CENTRE Best Western Lamplighter Inn CENTRE DU PERSONNEL DE TSN/RDS MISSION VILLAGE Fanshawe College VILLAGE DES DÉLÉGA TlONS Col/ège Fanshawe OFFICIALS RESIDENCE Essex Hal UWO RÉSIDENCE DES OFFICIELS -3- · VIPslDlGNITAIRES - HOTELSIHÔTELS f 2001 CANADA SUMMER GAMES JEUX D'ÉTÉ DU CANADA 2001 Station Park All Suite Hotel 242 Pall Mall Street London, Ontario N6A 5P6 (519) 642-4444 Windermere Manor Conference Centre 200 Collip Circle London, Ontario N6G 4X8 (519) 858-1391 At-. ~,~ 2001 Allzance London ~ ~ ~¡!L.._" , Jeux du ~1~ '"i~ ! C d G -,-- '·'0'".0'0" ana a ames:: :: Delta London Armouries Hotel 325 Dundas Street London, Ontario N6B (519) 679-6111 1T9 1K8 Idlewyld Inn 36 Grand Avenue London, Ontario N6C (519) 433-2891 4 1S2 N6B The Hilton 300 King Street London, Ontario (519) 439-1661 Februa(Y/février2000 DRAFT # 2.1 - February 18. 2000 Woodstock. Disúict Community Complex Beach Volleyball Grand Bend Beach Wrestling Woodstock. District Community Complex Closing Ceremonies UWQ Stadium ~ - - --- --- ------ - ---------- -- , - - --- -- -- , ------- -- ~---- ~ I I ---- -- ---- - -- -- ------ ==---====- Indoor Volleyball Alumni Hall ~~~~c:::J _~~~c=:::.J I Portuguese Club Douglas J. Tarry Complex London Aquatic Centre Greenhills Tennis Swimming Softball Male - Marconi Club Female I Portuguese Club Marconi Club Soccer 51. George's Society Grand Bend Yacht Diving Field Hockey Rowing Rugby Sailing 8 Fanshawe Lake Time Trials· Mt. Bl)'dges Road Race - West london Criterium Course· Springbank Park Cross Country - Boler Mountain london Aquatic Centre UWO Stadium Cycling Canoeing Alumni Hall Fanshawe College Fanshawe Lake Basketball Stronach Park Baseball labattPark UWO Sladium Athletics læliIl Opening Ceremonies IUWO Stadium Sat 25 Sat 18 I Sun 19 EVENT Sat11 I Sun12 I Mon13 I Tues14j Wed 15 1 Thurs 161 Fri17 VENUE AUGUST 2001 COMPETITIVE WEEKLY SCHEDULE BY SPORT BY VENUE - DRAFT #2.1 Thomas-Elgin Public Art Centre [formerly the Art Gallery St. Thomas-Elgin] 8t March 20, 2000 Warden Duncan McPhail & Members of Elgin County Counci Elgin County Administration Office 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Warden McPhail & Members of Counci On behalf of the St. Thomas-Elgin Public Art Centre (SEPAC), I am forwarding to you the Art Centre's request for a grant of $20,000 to be used for operating purposes. A projected budget for the year 2000 has been included with this letter. Dear The provincial government has eliminated all funding to the SEPAC, thus eliminating the gallery's greatest source of annual income since its inception in 1969. Subsequently, the province has handed over the responsibility of funding public art galleries to the municipal governments, and without local government support, the Art Centre will cease to be able to continue its services to the residents of St. Thomas and Elgin County. The City of St. Thomas has increased its support to the SEPAC, and last year it provided the Art Centre with a total grant of $65,000. This year the Art Centre has received $22,000 out of a promised $54,000 grant from the city. It is our hope that Elgin County will support the Art Centre in 2000 as well. and support The mission of the SEPAC is to encourage and promote an appreciation for, the practice of the visual arts in all of Elgin County. As the only non-profit public art gallery serving Elgin County, it is the objective of the SEPAC to cultivate exhibitions and educational programs that reflect the needs of the community residents, as well to coliect and preserve artworks for the permanent collection (presently consisting of over 600 pieces) that reflect the historical importance of Elgin County's cultural heritage. The SEPAC strives to maintain its mandate by offering programs such as a variety of weekly art classes for children, teens, and adults, and a variety of programs for, and exhibitions and presentations by local artists. (The Art Centre offers free admission to everyone, making it available to all socio-econpmic groups). The SEPAC works in partnership with the schools of Elgin County to allow students the opportunity to volunteer at the Art Centre as part of their co-op program, to become a regular volunteer, to participate in the gallery's annual student exhibition, and/or to add to their art education through art exhibitions and educational programs. 2 page 2 The SEPAC acts as a liaison for the Clark McDougall Scholarship of $1 000 which is awarded annually to a graduating secondary school student who is furthering his/her education in the field of visual arts. The SEPAC is the only facility outside of the school system to offer visual arts education programs in Elgin County. This past April, the SEPAC obtained sponsorship to cover the entire costs of busing for all Elgin County elementary and secondary schools including all grade 6 classes (who were studying Japan as part of their curriculum) to attend an educational tour of the Art Centre's Japanese Dolls and Textiles Exhibition. Students came from all over the county, including Port Burwell, Aylmer, Sparta, West Lome, Statffordville, Port Stanley, and Springfield (all of whom sent two classes which accounted for 70 % of the total student attendance). It was noted that the greater the distance the school was from the Art Centre, the more appreciative it was to have the opportunity to participate in such a rewarding educational program. Many of these Elgin County schools wrote letters of support which are included with this letter. In addition, the Art Centre works in conjunction with the Elgin County schools to provide the community with an annual exhibit of artworks done by the students of Elgin County which continues to attracts a very large local audience. The SEPAC provides Elgin County with an important tourist attraction. As indicated by the Art Centre's guest book, many of its annual visitors (which totaled approximately 10,000 for last year) are from out side of Elgin County. This provides a financial spin-off that significantly benefits many if the other businesses in Elgin County. Elgin County is proud of its historical collection of local artworks (some dating back to the 1800's). It is Elgin's own cultural heritage to be treasured for future generations to enjoy. In order better understand and appreciate the benefits of this wonderful collection, I invite you to visit the Art Centre to view it along with a current art exhibition, and possibly an art class in progress, or an artist at work. I thank you for your time and consideration with regards to the SEPAC's request for funding, and I hope that you will help to support the SEPAC's purpose. If you have any questions or concerns please contact me at 631-4040. Sincerely, cX~ 3 Lori Chamberlain SEPAC Executive Director A.G.S.T.E. PROJECTED BUDGET 2000 [January 1 - December 31] $68,500 $52,000 $20,000 $7,000 $2,500 NCOME Gallery Efforts City of SI. Thomas Elgin County Educational Programmes Endowment Fund Interest $130,000 Total Income $71,600 $16,800 $8,900 $6,100 $6,000 $4,800 $4,100 $4,000 $3,600 $2,500 $1,100 $500 EXPENSE Salaries [2 full-time & 1 part-time] Building Administration Benefits [CPP/UIC] Educational Programmes Office Exhibitions Exhibiting Artist Fees Modified Computer System Telephone Permanent Collection Hospitality & Volunteer Recognition $130,000 $0 4 Total Expense DEFICIT Ul 9-866-3268 t-'A\.lt. 5 Fax :~ I t"~Mr r U~J...!\,' lLLt:.. t.Llt.r Straffordville Public School 27 Plank Road SOIlIh. Box 94 Slraffordville. Ol1larlo NOJ I YO "Educating our Children For A. /Jetter Futllre..·' ...:'..::.r:::":o '-''-''-' '-'.I. Phone 519-866-302 u .J.._L..J-r -"-' -- 50 Sunset Drive St. Thomas N5R 5VI February 7. 2000: & Members of ComJty CoutJci I am writing to you in support of funding The Art Gallery of St Thomas. It has come to my attention that the art gallery is being reviewed for this purpose and as a teacher of the Thames V~lley District School Board, formerly the Elgin County School Board. I want to express my admiration for the programs that have been available in the past. Warden Duncan McPhail Dear Last year, StraffordvilJe Public School had the wonderful opportunity to display 8tudent artwork at an exhibition held by The Art Gallery of St. Thomas. There was a tremendous community response to the exhibition and it was exciting to see the students take so much pride in their work. This was my fir8t ycar to help atTaDge tbe exhibition but it is my uml¡:rstanding that it has taken place for quite a few years now. I was gratefi.tl to the staff at the gaJlery for making me feel sO welcome and for being so flexible with their time. I am looking forward to working with them again this year and in the years to come, not only tor the year-end exhibition but other programs as weIl. I am fairly new to this profession but already I can recognize the value in having such a great resource for my students. In conclusion, I would like to thank you for your time in reading this letter and I hope that you will consider funding this wonderfuJ resource that we have. The Art Ga!lery of St. Thom¡.';. Sincerely, -rnd;~,,- c:X~'^"-Á Melinda Lamoure, Gr.7 Teacher, StratTordviIle Public School WWW.1Vdsb.on.ca webslte: Our Future" -O~r StUc:r.ntS', 46 Thames ValJ~y DI$trlct scnool Board ¡¡z¡ 001 WEST ELGD¡ SECONDARY 0534 519 768 FAX 09:29 WED 00 /,02 02 I Schoo Elgin Secondary 139 Graham Road, Box 370 WEST LORNE, ONTARIO NOL ZPO West (519) 768-1350 Tel 768,,2813 (519) hb, Fax: d-..OQÒ .\ I ,,. vvi'-Orn IT MR'j C00(-ernJ ~í 17 years.l r hCLI.N!, been Q.rì. Q.(.f- +eo..-c. her i (\ -/"A.e 5+· Ih.Orl'\dS - £,! ð " t1 al-e",- ~ A<+ s"h"...de.At--S hDcve 3íE2o..+11 Io,¿,net'¡'·+e.d -h-orv'] *v -fo-..c..¡(:-!-¡'es I fo\A..'s J edw::çcf,'on ~ w()íkshC)p~~ Clnd e.'f.hibïk #~_.+ +h.e. '5-1- '~YYl(.{;$ - G1ð¡'lI, Ar+ Go..../le<íý ha-.s beef\.. O-ble. +0 píDvlcte, Vn+oí-t-u..ý\Q..+e..I¡ I th.Æ +1'nctYì.C ¡'a... I "iSl'-ffor+ ...,Lo ni-s COrY1rY1W"ni+-y ðo....ll-e.í7 hCL.s been cu..+- bo....cy. 0 veí ~-e- FtU:,+- 7 ecu$" Me rern.c~../111 t1j S.f a...U CLn.d \/ò l L.{. V\. +-e.-e. r$ Q,.,re... de (it' co... feel fo /<ee f i I\.j +r..e-- 80... !/-e. Î 7 f r ò 3 r,z ~ '5 avcv{~fo)e -fOí JOGCLI <Svhcw! So. w¿ o-s K IOu,x Þvd F wi.fi. +I-\J'\d\'f'\éji r>OW e-spe-~I'CLl!ll a-s '-f1'-e Clr.Y\ 1Aa, I disf!Qf ot 10<:-0..-1 CU\d ar-e-CL ar-+ s+l\-de,0.+s ( lAJork ì'6 Ufc.Dminô ¡'fl fAe...- Sfí\f\.:j' ~;6 dî-spta..( ~)1'\J-e.s c\ Greo..+- 'BeSì",,'^SS <- +0 So mo."'I Yðu~'1 a,r~.''s+ CLV\d irL'''O{v-e-~ +h~ c6rnvnlA....n.1~1 11"\ ce-l-eb rOv+¡llj 7ite... 'SV\...cce..'S"::, 6-Ç pi.,LIoL'c e..d v\....C CL7h' 0 y\- CL r+-s / "'SI'A (. .tL-<e If "5 vth tv\t'.'(J.d J ~,_::!:t . 2i~.o webSlt¡': wiIVW.tvdsb.on.ca 2. ,-, . -r; Thames Valley DistTÎ't S¡;;hODI 8o~rd FROf' SU~I~IER CORNERS PS F'HOI'"E NO 51'3 765 2775 Feeb 03 2ØOO [1:3: 41P~1 P1 ~ ~ SUMMERS' CORNERS PUBLIC SCHOOL R.R. #1, Aylmer. Ontario N5H 2R1 ~ Telephone: (519) 773-8110· Fax: (519) 765-2775 \ - ¡ , January 28, 2000 ¡ Warden Dunœn McPh:¡¡!I & Member1.õ of COl.ln1y Council I ¡ 450 $unset DrlVé , St Thomæ, ON , N5R. 5V1 , I I , Daar Mr. McPhail & Memb~i'Q of Council: ¡ . I I am a teacher at Summen¡?Come!'$ SChool and wish to expr€!ss my appreoiati¡,r/ - for the programmes offered at the Art GallerySt Thomas-ElgIO. T$e art gallerY : off¡¡}1'S several &ervJees to óill $chOOIS of Elgin induding a oharice fòr the students to display their art in "the exhibit". Th..t exhibition encourage~ th~students t'rcini acre$$ the OQUnty In theIr creativity by allowing them to display '!hair work in a ! ¡ publio art gallery setting along with the work of their peers. Your support of the art gallery in their budget reque$t would SP a I<pn!;! way in i ensuring that Elgin stwdems are able to participate in these þósitive expérienCS$ In the visual arts. F'lease look at their reque:5t with the students of! Elgin in mind. Thank you, ., ~ r~ Christa Gregor .,' Thame~ Valley CJI:¡;trkt School Board . "Oúr Student:. Our Fu~ur"" website: www_tvdsl'J.on.ca Principal: Sue Wiltsie Vice Principal: Earl Towel Secretary: Helene Barbour ~. Davenport Public School , 80 Rutherford Ave Aylmer, Ontario I { ~, N5H 2N8 519-773-9216 3,2000 February Re: The importance of our Art Gallery To Warden Duncan McPhail. Havilig taught Visual Art at Davenport P.S. in Aylmer for the last ten years, I have come to know the St.Thomas-Elgin Art Gallery as a source of inspiration and pride for not only myself, but for my students as well. Every spring they eagerly look forward to the possi- bility of displaying their work in a "real" art gallery. When afforded an opportunity to view the actual artworks in person, not only do they grow in their ways of looking at the world, but they may realize that they too, are capable of expressing themselves in this manner. Artists of Elgin County's past, present and future go through that building every year. A variety of workshops invite many of our local citizens to develop or learn new skills and many of the fundraising activities sponsored by the Gallery contribute to the diversity of what St. Thomas has to offer. It is no wonder that many larger businesses will look to see if a prospective location has an art gallery, theatre or other artistic venues to offer their employees before committing to build. Our Art Gallery is real, it is accessible, it is accommodating, and it is already here. As a teacher, an artist and a citizen, I see the St.Thomas-Elgin Art Gallery as an in- valuable resource for our community and support any effort to maintain its existence. 7 ;;:: manis Sincerely, t~ Arthur Arthur Gutmanis 11 ldsardi Ave., St.Thomas, On. N5R 5P5 519-633-8747 002 PAlòE SCHOOL SPARTA PUBLIC FROl1 4:47 00 3 JAH SPARTA PUBLIC SCHOOL Box 60 SPARTA, ONTARIO NOL 2HO TELEPHONE 775·254 2000 29 January County of Elgin 450 Sunset Drive St. Thomas, ON Dear Members of County Council, The Art Gallery St.Thomas-Elg~n does so much for the children of Elgin County that I feel it is important for you as the govern~ng body for our county to financially ass~st this organization. Every year in May and June, the Art Gallery St.Thomas-Elgin host a showing of the art work of the children of Elgin County. This show is for children's art from Junior Kindergarten to the final year of high school. The Gallery staff do a great deal of work to get this display ready and to staff the gallery during the show which lasts for four weeks. The children in my elementary school are absolutely thrilled to have their art work chosen for this show and each receive a personal invitation to the opening of their show. Twenty-five pieces are displayed from each elementary school, both public and separate. Almost every school in our county are eager to participate in this display and teacher representatives meet with the gallery staff to plan the display each year. Students are also involved in designing the invitations. The art gallery also helps teachers in planning art lessons, an integral part of our provincial curriculum. The gallery has many kits for teaching various aspects of art with slides of art works from their permanent collection to augment the lessons. My students are excited when they get to use these materials. The art gallery also offers lessons for classes at the gallery which my students have always enjoyed when we've participated. Their educational material and lessons are excellent. The permanent collection at the gallery featuring such local artists as Clark McDougall and St.Thomas Smith is truly a very valuable asset that this county must not lose. Please think carefully about funding this very valuable in our community. It's one place ¡ personally financially and would like to see my tax dollars support as well asset support S Sparta P art ely 01 p ü 461 631 519 lJHLt:. , "L ...,..., "';"<'::; n'_' -""'0;.' - .; c School £1111 S'~!"~~!, Thomas, 0.01 Elm dale Pub ,;0,., ~". St. '-.... McPhail & Members Duncan Warde! of County Coune Ûn\"e ON Thomas. 5V .su.n.s~t ~ , St. NS R Thomas. Last year fÖr .1l1Y ,.lass and another 5t here & tvrembers of County Counci í am presently a teacher of Grade 6 at Elmda1e PubUc Schoo] when I eaching at Davenoort PubLi.c Schoo! in Ayilner. I Mr. lv!cPhai Dea T was class to arranged the 7ryuch or could experience we the GalIerv St. Thornas-Elgjn so that Art VISIt the Grade 6 n nw ne\.\' eXTremely yaluable expenence tor Many n"iculum way. Cu real OHtano a very 111. of Japan 'nth the m and Soc¡aJ Studies It was an were able to apprec¡ate the culture we) very fit exhibìt pa¡i¡cular Ans Visual they ThiS students because Japan exhibit. ¡he area ofbmh make good use of any walking distance so they found the exlubít. ¡ would certainly students are within ThoI113.s, St. remarked on !¡ow mterest.lng n here teachlIlg [lght offered by am releyant programs would be no cost for I that students Now gaIJe¡y',My ít i.s my sincere hODe ulat the art thel e to 111 tJ'allSDonatlOn. help the St. Thomas-Elgin Art Gal.lery so that they can provide programming for area schools the future. Stlldents need to be exposed to environments Eke Ihe an gaHery so that they (.an develop an appreciation for community involvement in the arts. continue \vil! Council County '...........~, I ll.Tge you to support the Art galle)' by granting them their budget request. When the weather improves, ] look forward to walking to downto\\1] St. Thomas with my grade 6 students and demonstratinQ to them that our community values the arts enoUlzh to maintain an excemional c art ga II ery. pub matter. this tòr your attention to S.incerely, .--~ \ ~. >., ¡.,r-. '-----.). \<.~, Julie Berry E!mda!e Public Sçh Thank you .~_. REPORTS OF COUNCIL AND STAFF MARCH 28. 2000 STAFF REPORTS H. Underhill, Director of Human Resources - Employee Recognition - Human Resources Policy 10.130 (ATTACHED) 1 Update Harvest H. Geurts, Elgin County Tree Commissioner - Elgin County Woodlot (ATTACHED) 2 2000 Renewal 1 H. Underhill, Director of Human Resources - Liberty Health *March (ATTACHED) 3 (ATTACHED) Registration 4. C. Watters, Manager of Engineering Services - Structures In Lower Tiers C. Watters, Manager of Engineering Services - Trans Canada Trai (ATTACHED) 5 C. Watters, Manager of Engineering Services - Connecting Links In Lower Tiers (ATTACHED) 6 Maintenance by 1999 Fourth Quarter C. Watters, Manager of Engineering Services - Lower Tiers (ATTACHED) 7 1999 Yearend Financial Report on C. Watters, Manager of Engineering Services - Maintenance by Lower Tiers (ATTACHED) 8 C. Watters, Manager of Engineering Services - Road Closure - Municipality of Bayham (ATTACHED) 9. 10. Watters, Manager of Engineering Services - Roadside Maintenance on County Road 45 (ATTACHED) Senior Services - Homes Summer Staffing Requirements M. Fleck, Director of Homes for (ATTACHED) 11 (ATTACHED) Terrace Lodge Mortgage' Services - Painting Projects for Villa Services - Bobier M. Fleck, Director of Homes and Senior 13. M. Fleck, Director of Homes and Senior and Bobier Villa (ATTACHED) 12 Community Support 14. M. Fleck, Director of Homes and Senior Services - 2000/2001 Services Funding Request (ATTACHED) (ATTACHED) Director of Financial Services - County of Elgin Homepage 5 15. L. Veger, 2 16. L. Veger, Director of Financial Services - Contingency (ATTACHED) 17. K. Dunne, Emergency Measures Co-Ordinator - Purchase of an Ambulance (ATTACHED) 18. M. McDonald, Chief Administrative Officer - Maintenance Allocations for County Roads (ATTACHED) 6 Council Report to Count Joan McBurnie, Health and Safety Coordinator FROM- February 21, 2000 Employee Recognition - Human Resources Policy 10.13 0 DATE SUBJECT: Of these, 2 have achieved perfect attendance for 3 consecutive years 24 had perfect attendance. 1998, INTRODUCTIONIBACKGROUND The following 22 employees had perfect attendance in 1999. attendance for 4 consecutive years, 3 have achieved perfect and 7 have achieved perfect attendance for 2 consecutive years. In attendance. In 1997, 27 had perfect attendance and in 1996, only 14 had perfect Department Name 1999 1998 1997 1996 Administrative Services Mark McDonald * * Library Services Marilyn VanDaele * * * James Welch * Human Resonrces Harley Underhill * Engineering Services Clayton Watters * * Ann Bennie * * * * Financial Services Linda Veger * * Joanne Thomas * Elgin Manor Grace Beal * * Stewart Burberry * Elisabeth Dewsnap * Gloria Hiddink * Richard Hiddink * Claire Labonte * * Servat Sobhani * * * Vera Vachon * Pat Vandevenne * Barb Vaughan * 2 7 Human Resources Policy 10.130 - Employee Recognition Page 2 February 21. 2000 Department Name 1999 1998 1997 1996 Terrace Lodge Sonia Beavers * * Marjorie Ford * * Erika Lang * * * Deborah Rogers * * * * be will 1999 CONCLUSION: In keeping with established policy, all 21 employees with perfect attendance in invited to the March 28. 2000 Council Session to receive their recognition. is respectfully submitted, of which All McBumie ealth and Safety Coordinator Harley J. Director of Human Resourc 8 Approv1 Mark McDonald Chief Administrative Officer 41 16 03/20/00 of 2 1 Page 631 5026 519 Kettle Creek C.A B'rorn C_QU~T"-COUl~j:;lL :r REP_QR.T , , ", HUGH GEURTS - ELGIN COUNTY TREE COMMISSIONER FROM UPDATE. MARCH 08. 2000 ELGIN COUNTY WOODLOT HARVEST DATE SUBJECT IntrQduction: Harvest ofthe Elgin County woodlot (Lots 1,2. Con. N, Central Elgin) will not be able to proceed as planned for tbe winter of 1999/2000 due to unexpected unavailability of qualified contractors and depressed prices associated with a glut of softwood timber on the Market. Discussion: Recent revisions to taxation of non crop income has resulted in many farmers being made aware that woodlot harvest after the year 1999 may now be considered a Capital Gain and therefore a taxab Ie income for the farm. As a result, ¡here have been many woodlot owners who have attempted to sell their woodlots prior to the Dee 31, 1999 deadline. This has resulted in two situations to arise. Qu.alified contractors have been inundated with work and are backlogged considerably for jobs to be done. The sudden rush on timber harvest has resulted in gluts of stock and depressed timber prices, especially in the softwood/conifer sectors. Tenders put out by the Tree Commissioner in mid October (the typical time for putting a woodlot out for tender) were met with interest however nearly all contractors who qualified did not have the time or any funds lcft to deposit a security bond for this harvest year. One contractor did wish to submit a bid but was unable to satisfy the requirements regarding worlanan's compensation status. Furthermore, It is my opinion that the County may be selling into a "buyers market" and would not be reeeiving optimum value for the woodlot. Conclusion: It is the intent of the Tree Commissioner to proceed with harvest of the County woodlot in the winter of 2000/2001. It is projected that timber value will have improved for prices on the stump (per 1000 board feet) and that demand for contractors services will be less than the 1999/2000 harvest cycle. Harvest of the woodlot will allow the plantation greater forest health and regeneration and provide a source of income to Ìmplement capital projects within the woodlot. "-eu~ef Hugh Geurts ommissioner For information only. Recommendation Tor Submission M.G. McDonald Chief Administrative Officer '? , , REPORT TO COUNTY COUNCIL Louise M. Eastbury, Human Resources Department FROM: RENEWAL REPORT 2000 1 March 16, 2000 LIBERTY HEALTH *MARCH DATE: SUBJECT: 1,2000. Due to ongoing implementation of the INTRODUCTIONIBACKGROUND *The above benefits renew with Liberty Health effective March negotiations, with Buffett Taylor, Liberty has agreed to defer the renewal rates until April 1, 2000. Also provided with the above renewal were the following documents for our review: Copy of Liberty Health renewal rate calculations Claims listing for all claimants in excess of $1,000 Dollar band reports Benefit analysis report Renewal rate summary. · · · · · DISCUSSION Both the Health and Dental benefit lines renew on an experience rated basis, meaning the overall claims experience of the entire Umbrella is used as a credible indicator of future premium requirements. The insurer's expense and inflation then temper the claims experience in order to set premium requirements for the upcoming policy year. that The Travel Assistance benefit is underwritten by Liberty Health on a pooled basis, meaning that any rate adjustment required by the carrier is a reflection ofthe claims experience and overall performance of the insurer's entire block of travel business. CONCLUSION Negotiations on behalf of the County Umbrella Group between Buffett Taylor and Liberty Health have resulted with Liberty agreeing to lower expense levels on both the Health and Dental benefit lines. As a result, the Health benefits will be increasing by 7.5% compared to their original position of 9.4%. The Dental Care benefit will renew at a 9.5% increase, as opposed to 11.6%. Note that the Dental increase is partially due to a 3.3 % increase in the O.D.A. (Ontario Dental Association) fees. Buffett Taylor are pleased to see a 10% reduction on the Travel rates. 1 o 2 be 7.8%. Buffett Taylor & Associates have concurreutly provided each member muuicipality with their own individual renewal information. increase will percentage For the County proper the overall RECOMMENDATIONS THAT based on the recommendation of Buffett Taylor & Associates, the Liberty Health rates for the March 1, 2000 renewal be adopted for the County of Elgin, effective April 1 2000. ~h?£ Louise M. Eastbury, Pension/Benefits Mark G. McITonald, Chief Administrative Officer 1 IICTY _FS_lISYSIUSERSIEASTBULMIREPORTSILibe0060.DOC · c'ëíuìjf9t~f~ïtjg!ª~"'~ª'¡M~mi};1iM}Jñi-ª!R!!l~:~~~¡ ~ 4.9% 4.9% 4.9% 4.9% 4.9% Renewal - $789.16 $423.98 $504.21 $51.55 $816.39 ""'" $0.363 $0,363 $0.363 $0.363 $0.363 Pre-Renewal ""'" - $752.20 $404.13 $480,59 $49.13 $778.15 $0.346 $0.346 $0.346 $0.346 $0.346 """""" $2,174,000 $1,168,000 $1,389,000 $142.000 $2,249,000 I.i'leJ¡ 29 11 10 1 101 a.w.J] Life Life Life Life Lile """'" County Proper· 401A Counly Proper· 401C County Proper 4Q1G Counly Proper 401J CounlyProper402AII 34.5% 36.8% 34.5% 0.0% 67.4% $1,767.50 $970.94 $1,127.88 $0.00 $4,285.61 $2.945 $3.010 $2.945 $0,000 $3,197 $1,314.37 $709.65 $838,73 $0,00 $2.560.37 $2.190 $2.200 $2.190 $0,000 $1.910 $60,017 $32,257 $38,298 SO $134,051 29 11 10 o 77 LTO LTD LTD LTO LTO Counly?roper·401A CounlyProper-401C CounlyProper401G CountyProper401J County Proper 402AII -10.0% -10.0% $9.45 $162.00 $1.35 $2.70 $10.50 $180.00 $1.50 $3.00 Single Family 7 BO Trave #554 County 0.0% 0.0% $5.40 $89.10 $1.35 $2.70 $6.00 $99.00 $1.50 $3.00 Single Family 4 33 NonuniOn Travel #5541A COur'lly 0.8% 0.8% $0.00 $21.00 $10.50 $21.00 $0.00 $20.84 $10.42 $20.84 Single Family o 1 NOnunion Retiree Travel #5541A County -10.0% -10.0% 52.70 $10.80 51.35 52.70 $3.00 512.00 $1.50 $3.00 Single Family CUPE Travel #5541C County -10.0% -10.0% $1.35 $18.90 $1.35 $2.70 50 00 $1 $21 $1.50 $3.00 Single Family ONA Trave #55410 Counly 7.5% 7.5% $239.75 $5.856.60 $34.25 $97.6 $223.02 55,448.00 $31.86 $90.80 Single Family 7 BO Locai220 LDSW. EHC #554 County 7,5% 7.5% $175.50 $4,213,02 $35.10 $100.31 $163.25 $3,919,02 $32.65 $93.31 Single Family 5 42 Non union EHC #5541A County 7.5% 7.5% $35.15 $701.54 $35.15 $100,22 $32.70 $652.61 $32.70 $93.23 Single Family EHC·Roads #55418 Count 7.5% 7.5% 568.98 $394.00 $34.49 $98.50 $84.16 $366.52 $32.08 $91.63 Single Family 2 4 EHC - CUPE #5541C County 7.5% 7,5% $33.03 $660.94 $33.03 $94.42 $30.73 $614.81 $30.73 587.83 Single Family EHC - ONA #55410 County 7.5% 7,5% $141.78 $1,828.20 $8.34 $16.62 $131.92 $1.700.60 $7.76 $15.46 Single Family 17 10 Hospilal #05773 County 9.5% 9.5% $198.38 $3,551.34 $28.34 $61,23 $181.16 $3,243.36 $25.88 $55.92 Singie Family 7 58 LOSW Dental #5541 County 9.5% 9.5% $97.12 $1.893,24 $24.28 $52.59 $88.68 $1,729.08 $22.17 $48.03 Single Family 4 36 Nonunion Dental #5541A County 9.5% 9.5% $0.00 $0.00 $24.27 552.57 $0.00 $0.00 $22.16 $48.0 Single Family o o Roads Denta Counl-#55418 9.5% 9.5% $56.26 $244.72 3 8 $28 561 $51.38 $223.48 $25.69 555.87 Single Family 2 4 CUPE Dental #5541C County 9.0% 9.5% 526.05 5394,66 $26.05 $56.38 $23.9 $360.43 $23.91 $51.49 Single Famiiy ONA Dental #55410 County $31,868,17 $382,418.03 $52,538,04 15.9% $27,490.00 $329,879.98 Monthly Tolal Annual Tolal $ DIfference from Pre-Renewal % Dlfferonce from Pre-Renewal I] 2 1 °Ra1es and premium exciude RST #Lives and volume taken from Manulife and Uberty renewals. Renewal Ri!œ PremÎum % Chanae $1.35 $2.70 -10.0% $2.70 $40.50 -10.0% $35.17 $70.34 7.5% $94.63 $1,419.45 7.5% $21.63 $43.26 9.5% $46.84 $702.60 9.5% $2,278.85 $27,346.20 $1,965.12 7.7% Pre-Renewal ~ ~II Ri!œ Premium 2 Single $1.50 $3.00 15 Family $3.00 $45.00 2 Single $32.72 $65.44 15 Family $88.03 $1,320.45 2 Single $19.75 $39.50 5 Family $42.78 $641.70 $2,115.09 $25,381.08 ti¡)erty-' , ,,,,:,::,,,;;¡~~,,;-,) Bobj~r;1 ~ Travel AIIEHC Dental Monthly Total Annual Tota $ Difference from Pre·Renewal % Difference from Pre-Renewal . 3 1 *Rates and premium exclude RST. #lives and volume taken from Liberty renewal REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 JANUARY 31 DATE SUBJECT: STRUCTURES IN LOWER TIERS Introduction At the April 13, 1999 County Council meeting, the recommendation of the report on Structures in Lower Tiers was to "be deferred to a future meeting for discussion prior to the 2000 budget deliberations". Discussion/ Conclusion The Ontario Bridge Code requires that a Professional Engineer Inspect all structures greater than 3.0 meters in span (10 feet) in span every 2 years. In the fall of 1998, County staff as per County Councils directive inspected these lower tier structures. There are three main benefits realized by having County staff inspect and manage the lower tier structures. The first is achieving legal and safety requirements by using experienced and qualified staff. The cost of Engineering Services inspection program is approximately one-third the cost of hiring a consulting engineer to complete the work. The second benefit is the moderation of maintenance and capitol costs by pooling the structures together into a larger group. With minimal quantities of high valued infrastructure, costs occur more infrequently but can be large with relation to their respective tax bases. With a larger quantity of transportation structures, maintenance and capitol costs are stabilized. The third benefit of managing the lower tier structures is the significant cost savings associated with performing rehabilitation projects in greater volume. This report deals with maintenance costs (work to be performed by lower tiers), capital costs (for structural concerns that are required for the traveling publics safety) and also capital costs for deficiencies (one lane bridge, inadequate area for waterway or safety). $20,000 $120.000 $50,000 $15.000 1 Malahide - Proiects that should to be completed ~ Load capacity evaluations (West Elgin - 2, Dutton/Dunwich - 1 Bayham - 2) ~ Capital costs due to structural or safety concerns (Dutton/Dunwich - $30,000 to repair retaining wal Malahide - $15,000 to repair wing wall and slope grading Bayham - $75,000 to replace structure). ~ Concrete Repairs(15 structures) ~ nspections 4 Elgin n 2000 Central 2 $205.000 4 1 , requirements In 2000 Total Page 2 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: JANUARY 31,2000 SUBJECT: STRUCTURES IN LOWER TIERS BRIDGES CULVERTS Num. Of Ave. Age Ave. Replacement Num.Of Ave. Age Average Replacement Structures (years) Cost ($) Structures (years) Cost ($) 10 41.0 $ 132,500.00 26 31.8 $ 91,153.85 2 70.0 $ 150,000.00 23 50.7 $ 102,173.91 7 53.6 $ 292,857.14 12 24.1 $ 92,083.33 17 46.5 $ 388,000.00 17 33.0 $ 87,647.06 16 49.1 $ 214,000.00 17 36.2 $ 99,117.65 10 59.6 $ 255,000.00 7 41.4 $ 102,857.14 2 38.5 $ 475,000.00 1 70.0 $ 100,000.00 Total = 64 Total = 103 Weighted Ave. Age = 49.6 Weighted Ave. Age = 37.1 Weighted Ave. Cost = $ 268,671.88 Weighted Ave. Cost = $ 95,339.81 West Elgin DuttonlDunwich Southwold Central Elgin Malahide Bayham Aylmer years 161.766.47 COMBINED RESUL T.§ Age = 9 Cost 41 $ = Weighted Ave Weighted Ave. Assuming a lifespan of 75 years for bridges and a 100 years for culverts yields a required investment of approximately $160,000.00 I year. These assumed lifespans could only be achieved in conjunction with a maintenance program of $30,000 / year. The current lower tier structural infrastructure would need a higher proportion of the budgeted $205,000 be allocated to maintenance projects in the first several years to stabilize the system. After that, the recommended $160,000 for replacement needs and the $30,000 for maintenance needs would maintain the system. Holding budgeted capital in reserve for several years could finance larger valued structures Inspection of the above structures, as per the Ontario Bridge Code, would require 4 weeks to complete every two years if time was available internally. Most likely, a civil engineering firm at a cost of $15,000 would complete this inspection make provisions does not the Draft 2000 Engineering Services Budget It should be noted that for the assumption of the structures 3 5 1 REPORT TO COUNTY COUNCIL Page 3 FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: JANUARY 31,2000 SUBJECT: STRUCTURES IN LOWER TIERS Recommendation That a by-law be prepared to assume from the lower tiers, all structures greater than 3.0 meters in span and that the 2000 Engineering Services Budget be increased by $205,000 for load capacity evaluations, inspections, capital and miscellaneous projects. RESP~L Y SUBMITTED SUBMISSION . :iAJM CLAYTON D. WATTERS, MANAGER MARK M ALD ENGINEERING SERVICES CHIEF ADMINISTRATIVE OFFICER 1 6 REPORT TO COUNTY COUNCIL PETER DUTCHAK ENGINEERING SERVICES FROM FEBRUARY 25. 2000 DATE SUBJECT: TRANS CANADA TRAIL REGISTRATION Introduction resolution "THAT the report from the Manager of Engineering Services on the Proposed Trans- Canada Trail on County Roads dated September 30, 1999, be received and filed; and the following 1999 session of County Council adopted the October 19th On THAT the Trans-Canada Trail Committee be permitted to utilize County Road allowances for the Trail's development with the understanding that local municipalities will create the Trails using local forces and seek all necessary approvals from the County's Manager of Engineering Services before proceeding with any works on said road allowances; and " It is now time to register sections of County Roads as portions of the Trans-Canada Trail as passed by resolution by the lower tier Municipal Councils throughout Elgin. As the owner of these Roads, the County must register these Roads in our name. be so advised the County's Insurer, THAT Frank Cowan Company, Discussion The County's insurer, Frank Cowan has responded to the Engineering Services Report of September 30, 1999 and was pleased with the issues the County raised. Since that correspondence, the Frank Cowan Company in their February 2000 News has published further considerations every Council should examine before finalizing any formal agreements with the provincial Trails Council. The County's existing liability insurance through Frank Cowan does include coverage for trai sections located on Elgin County road allowances. It should be noted that if a trail is constructed within a road allowance the County's duty of care is defined under the Municipal Act, therefore, the insurer suggests that specific risk management strategies be developed and implemented. Some of these strategies should include: Establishing a formal system of inspection and maintenance, maintaining the trail for its intended use(s), considering the proposed route to ensure its compatibility with other activities in the same vicinity and entering into a formal agreement shifting liability to those responsible for maintaining the trail. 2 7 1 Page 2 FROM PETER DUTCHAK ENGINEERING SERVICES DATE: FEBRUARY 25, 2000 SUBJECT: TRANS CANADA TRAIL REGISTRATION to designate Discussion (continued, The following is a list of Municipalities and the sections of County Roads they wish as portions of the Trans Canada Trail (see also attached map). -from McPherson Road -crossing at Gray Line -from Graham Road east to Dunborough Road -from Dunborough Road east to Coyne Road -form Currie Road east to end -crossing at Lake View Line -from Homestead Line south to Fingal Line -crossing at Boxall Road -crossing at Bush Line -from Highway #3 south to Elm Line -from Centennial Road east to Quaker Road -from Brouwers Line south to Conservation Line -from Highway #3 south to Nova Scotia Line -from Springfield Road east to Richmond Road Road east to Black's -County Road #3 (Talbot Line) -County Road #103 (Furnival Rd) -County Road #3 (Talbot Line) -County Road #3 (Talbot Line) -County Road #8 (Lake View Line) -County Road #16 (Fingal Line) -County Road #14 (Iona Road) -County Road #20 (Union Road) -County Road #45 (John Wi$e Line) -County Road #28 (Centennial Road) -County Road #56 (Elm Line) -County Road #35 (Springwater Rd) -County Road #40 (Springfield Road) -County Road #42 (Nova Scotia Line) Elgin Central Elgin Malahide Southwold West Dutton I Dunwich time of this report the Municipality of Bayham was in the process of resolving their trail location. Their resolution and request to register will follow at a later date At the proposed Conclusion After reviewing the County's insurer's suggestions and receiving resolutions from most municipalities the County will register these sections of road with the Ontario Trails Counci Before registration, each Municipality should sign a formal agreement with the County accepting full liability for the maintenance of trail sections located on County Roads. They should also provide insurance to the satisfaction of the County of Elgin. 3 8 1 Page 3 FROM PETER DUTCHAK ENGINEERING SERVICES DATE: FEBRUARY 25, 2000 SUBJECT: TRANS CANADA TRAIL REGISTRATION the clear zone as defined by the trail be located outside Recommendations THAT where possible the proposed Roadside Safety Manual, THAT the municipality in which the trail section is located, be solely responsible for maintaining the trail for its intended use(s) and inspect the trail, when road inspections are being done, to the same conditions as per By-Law 96-15, being a by-law to establish minimum and desirable roadway services standards for the Corporation of the County of Elgin section THAT a formal agreement be entered into with each Municipality responsible for a tra located on County property and THAT the agreement transfers all liability risks to the responsible party, and, THAT once the formal agreements have been signed, sections of County Roads as passed by local resolutions and as outlined in this report will be registered with the Ontario Trials Council to form parts of the Trans Canada Trail. APPROVED FOR SUBMISSION MARK MCDONALD CHIEF ADMINISTRATIVE OFFICER q 1 RESPECTFULL Y SUBMITTED {]J)Wtfw CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES TRANS CANADA TRAIL SYSTEM is strictly trail management group voluntary . Take the time to carefully plan your involvement. The Foundation has identified five core uses of the Trans Canada Trail system to include walking/ running! hiking, cycling, horse-back riding, cross-country skiing and snowmobiling, however, the owner of the property has total control over deciding which of the core uses will be pennitted. The municipality also makes all final decisions regarding the optimum location for the trail route that passes through its jurisdiction. Many municipalities have likely already been approached by their respective provincial Trails Council (in Ontario-the Ontario Trails Council) regarding the construction or linkage of trails throughout their municipality, as part of the Trans Canada Trail system. After being approached by many of you with liability concerns, we contacted the executive director of the OTC to obtain a better understanding of the relationships between the involved parties and the of all concerned. The Foundation has arranged a master insurance program for itself, the provincial Trails Councils and any other trail group or organization that does not already have appropriate insurance coverage in place. Obviously, our municipal clients would not require this insurance, however the local trai responsibilities The following summarizes our findings: is Trans Canada Trail Foundation a federally incorporated body responsible for the overall marketing of the trail system and provides leadership and funding. (I) management groups may require coverage depending on their composition. should Here are some risk management considerations that your Counci examine: Provincial Trails Councils are established in each province to act as a liaison between the Foundation, the public proP(,rty owners, and the local trail management groups and to coordinate the construction or linkage of the Trans Canada Trai system within the province. (2) Consider the proposed trai I route to ensure that it is suitable for such a trai and that it will not interfere or conflict with other activities in the vicinity of the proposed trail. Unique exposures may exist in certain geographic areas that will require special attention and planning (e.g. hunting season in certain areas). . Local Trail include any group established to manage a portion or section of a trail system that forms part of the Trans Canada Trail system. Groups Management (3) . Multi-use trails may impose additional liability on the municipality where such uses are not safely compatible. (CUfllillued on page J) 20 . The Trans Canada Trail system wi cross property in the public domain or private lands with a public right of access on title. Any involvement by the municipality as owner of such public domain property and possibly as a local TRANS CANADA TRAIL SYSTEM involved parties which dentifics each party's responsibilities and appropriately transfers liability risks to the responsible party through the use of hold harmless and indemnity clauses If a local trai into with al clearl y of the trai to a void certam uses that or hazards that are Consider the proposed uses and take care · may create dangers detrimental to your liability position. Typically, the duty of care owed to trai users is set out under the Occupier's · Continued from page 1 management group be constructing or maintaining a trail through your premises, they should be responsible for any liability resulting from their negligence in this regard and the municipality should be included as an additional insure(f under the group's policy of liability insurance. wi however, constructed within a highway, the duty of care is defined under the Municipal Act. Specific measures will need to be taken to Liability Act if the trail is ensure that public safety is not jeopardized by either the users of the road or the trail. Although there may be some funding available initially to you and the local trail management groups for trai construction and maintenance, to . · Following its construction, make sure the trail is maintained for its intended uses. Thus it would be important to either establish a formal system of consideration financial and human resource this funding ceases the should be given inspection and maintenance or contract this responsibility out to another group-such as a local trai From a liability and risk management perspective, we recommend that your Council carefully review all aspects of the proposed trail system that will be established within your municipality and address each of the previously . mentioned issues prior to finalizing any agreement with your provincial Trails Council. D implications once management group. Policies and procedures should be established to deal with the identification of hazards during inspection with appropriate interim measures taken to warn the public of the same (i.e. posting signs or closing off a portion of the trail if deemed dangerous). A formal agreement should be entered · Playspaces and Equipment s Day Care Clients Children' : We noticed some recent media attention regarding the new standards for Not all reported information was complete or entirely accurate. Attention Firstly, this CSA standard was released in June of 1998 and applies to all public playspaces (including school and municipal playspaces). Secondly, the standards do not apply to existing equipment, but rather to new installations and additions or replacement components of existing playstructures. From a liability and risk management perspective, all newly purchased and installed playground equipment should meet the current standards. All existing equipment should be properly maintained, regularly inspected and replaced or upgraded whenever financially feasible, however, existing equipment is not required to meet the current standard. 999 I May was included in our For more details please refer to the previous Cowan News article on this topic that issue. ' 3 cow AN NEWS' FEBRUARY 2000 2 '7 N N I I J I ~ ':' 1 ,. ------ LEGEND ~ ~(W'tt.ÇINlIOØ --- --- El?IE LAKE .", ,;< 0 l] i·~ , 'M 1 -e- j '4 ~'. "', ~, o j.Þ ~~ ~f X REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 SUBJECT: CONNECTING LINKS IN LOWER TIERS JANUARY 31 DATE the Lower Introduction At the April 13, 1999 County Council meeting of the report on Connecting Links In Tiers was deferred to a future meeting for discussion prior to the 2000 budget. Discussion/ Conclusion Connecting links are roads that are owned by the local municipality but had a provincial designation. These roads provided a "connecting link or continuity" to the provincial highway system. These roads are in the Villages of West Lorne, Port Stanley, Aylmer, Belmont and Port Burwell as well as two sections in Port Bruce that connected the new highway to the old highway. is County Council directed staff "to investigate the costs and other implications of the County assuming responsibility for connecting links" - Table I and /I lists the capital costs (work that required in 1 to 5 years) and annual road maintenance costs. Continuity of the road system is the main focus of the County to assume the roads. The link In West Lorne, or Graham Road, would connect with County Road 76 on the north and south limits of the village. In Belmont, or Belmont Road, the link would connect with County Road 74 on the north and south limits of the village. The link in Aylmer, or John Street, would connect with County Road 73 on the north and south limits of Aylmer. The link in Port Stanley, Colborne Street! Bridge Street, would connect with Joesph Street Hill and Carlow Road. The link in Port Burwell, or Robinsion Street, would connect with Bridge Street and Wellington Street. 2 The above cases require that the County assume the roads for continuity. The old connecting link will connect roads on either side of the village to a county road. In the case of Port Bruce the County Road connects to the same point. Therefore this road acts like a crescent, which is a local road. This is similar to Port Stanley where the County requires only a portion of the old connecting link, we do not require the road from the west side of Carlow Road to the beach. 23 PAGE 2 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, M¡ ENGINEERING SERVI' DATE: JANUARY 31,2000 SUBJECT: CONNECTING UN IN LOWER TIERS !\NAGER CES The implications of assuming the roads are liability, annual maintenance costs and capital costs. The County's liability would increase but there would be a corresponding decrease at the lower tier. The annual County road maintenance allocation would increase by $19,800 with a corresponding decrease in the lower tier municipalities. Also an annual increase in the capita budget of $90,000 would be required every year to meet basic minimum capital needs. The Draft 2000 Engineering Services Budget has not accounted for these expenditures however should Council wish to proceed the following recommendation is presented now part of now part of the mit Recommendation That the County assume all of Graham Road in the former the Municipality of West Elgin; and, That the County assume all of Belmont Road in the former Municipality of Central Elgin; and, That the County assume all of John Street in Aylmer: and, That the County assume Bridge Street from the west limit of Carlow Road to the east limit of Colborne Street and Colborne Street from the south limit of Bridge Street to the Port Stanley north limits in the former Village of Port Stanley, now part of the Municipality of Central Elgin: and, That the County assume Robinson Street from the north limits of Port Burwell to the south of Wellington Street in the former Village of Port Burwell, now part of the Municipality of Bayham; and Lorne, Belmont, West Village of Village of the Municipality of Line to of Dexter mit roads south of the south That the County revert al Malahide; and further, That the Engineering Services 2000 Budget be increased by $109,800 ($19.800 for maintenance allocation and $90,000 for capital allocations). SUBMISSION MARK MC ALD CHIEF ADMINISTRATIVE OFFICER 24 RESÕ);J~~UBMITTED CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES CONNECTING LINKS ROADI STRUCTURE TRANSFER FROM LOWER TIER MUNICIPALITIES TO COUNTY OF ELGIN TABLE I MUNICIPALlTYI KILOMETERS ANNUAL ROAD ROAD # TOWNSHIP STRUCTURES CAPITAL MAINTENANCE 4 CENTRAL ELGIN 1.97 $285,000 $5,500 PORT STANLEY LIFT 0 BRIDGE (*) 19 BAYHAM 0.86 $30,000 $2,400 73 AYLMER 2.70 $315,000 $7,500 JOHN STREET BRIDGE 0 JOHN STREET CULVERT $5,000 74 CENTRAL ELGIN 1.59 $310,000 $4,400 BELMONT BRIDGE 0 76 WEST ELGIN 1.96 $240,000 $5,500 TOTALS $1,185,000 $25,300 (*) This report assumes that central Elgin will maintain the lift bridge at its cost. All capital costs will become a County responsibility. CONNECTING LINKS ROADI STRUCTURE TRANSFER FROM COUNTY OF ELGIN TO LOWER TIER MUNICIPALITIES TABLE /I MUNICIPALlTYI KILOMETERS ANNUAL ROAD ROAD # TOWNSHIP STRUCTURES CAPITAL MAINTENANCE 73 MALAHIDE 1.96 $0 ($5,500) TOTALS $0 ($5,500 ~' ,:;:- L:J REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: JANUARY 24,2000 SUBJECT: 1999 FOURTH QUARTER MAINTENANCE BY LOWER TIERS Introduction The Road Superintendents are to provide to the Manager of Engineering Services a written statement on maintenance activities for October, November and December. Discussion/ Conclusion The following information was summarized for your expedience - Bridges and Culverts N/A Roadside N/A Hardtop Sweeping I Shoulder Grading Loosetop N/A Winter Control Snowplowingl Salting & Sanding Safety Devices Aylmer N/A Catchbasln Cleaning, Tree cutting Road 43 and Road 44 Shoulder Grading on Road 45 @ Calton Hills, Road 19 @ Black Bridge Hill and New England and all other roads N/A Bayham Bridges and Culverts Roadside Hardtop Snowplowingl Salting & Sanding Guardrail Repair - Road 38 Directional Sign Installation Stop Sign Repair Loosetop Winter Control Safety Devices 2 2§ Page 2 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: JANUARY 24,2000 SUBJECT: 1999 FOURTH QUARTER MAINTENANCE BY LOWER TIERS 24.36.56 36.45.52 N/A Grass Mowing all roads Brushingl Tree Trimming - Roads 4, 23 Ditching - Road 48 Cold Patching - Various Roads Sweeping - Intersection Shoulder Grading - Roads 23,27,30, Shoulder Gravel - Roads 27 and 36 N/A Snowplowingl Salting & Sanding Sign Repairs various areas Stop Sign Replacement - Road 36 Information Signs - Various Locations Guardrail - Various Locations Central Elgin Bridges and Culverts Roadside Hardtop Loosetop Winter Control Safety Devices 15 13 N/A Tree Removal - Road 9 Ditching - Roads 3, 9 Patching - All Roads Sweeping Intersections - All Roads Sweeping Curb & Gutter - Roads 3. 8 Shoulder Grading - All Roads Grading - Roads 5,9 Snowplowingl Salting & Sanding nformation Signs Dutton/ Dunwich Bridges and Culverts Roadside Hardtop Loosetop Winter Control Safety Devices Bridges and Culverts Approach Gravel Shoulders - Kingsmill/ Harrietsville Roadside Ditching Hardtop Patching various roads Shoulder grading Sweeping - Intersections & Curb and Gutter Loosetop Grading - Road 35 Winter Control Snowplowing/ Salting & Sanding Safety Devices Signs - Repair and Replace various locations Malahide 3 27 ~ Page 3 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: JANUARY 24,2000 SUBJECT: 1999 FOURTH QUARTER MAINTENANCE BY LOWER TIERS Bridges and Culverts Bridge Repairs - Meeks Roadside Tree Trimming - Road 20 Washout Road 3 Catch basin Cleaning Cold Patching various roads Hardtop Sweeping - Intersections Shoulder Grading - All Roads Loosetop Road 18 Winter Control Snowplowing/ Salting & Sanding Safety Devices Sign Repairs Roads 45/3 and 45/16 Southwold 103 Lorne Sweeping & Washing Bridges Grass Mowing Tree Trimming - Road 76 Ditching - Road 5 Patching - Various Roads Shoulder Grading - Roads 76 Sweeping - Intersections Grading - Road 5 Snowplowing/ Salting & Sanding Guardrail Repairs - East of West Safety stripping West Elgin Bridges and Culverts Roadside Hardtop Loosetop Winter Control Safety Devices Recommendation For your information SUBMISSION MARK ALD CHIEF ADMINISTRATIVE OFFICER 28 RESPECT. ~y SUBMITTED aÅ;J{~ . CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 1 MARCH DATE: 1999 YE,AREND FINANCIAL REPORT ON MAINTENANCE BY LOWER TIERS SUBJECT: Introduction The Lower Tier Municipalities are to report to the Manager of Engineering Services within 30 days after the end of the quarter and 60 days after year-end on the costs of maintaining the County roads system. This report represents the 1999 yearend results. Discussion/ Conclusion The chart below lists the maintenance activities, total dollars per activity the County used to determine costs, the final year end maintenance costs by the lower tiers and a percentage of total allocations for maintenance. The attached chart lists each individual municipality's expenditures January - December Total Maintenance % Yearend $ % of Total Maintenance $ Total Maintenance $ 46.500 3.7 14.4 8.8 3.1 50.3 15.8 3.9 100.0 15.9 7.0 100 Maintenance Activity Bridge/ Culvert Roadside Hardtop Loosetop Winter Control Safety Devices Overhead 70,537 273,703 167,315 58,884 955,768 301 ,458 73,836 901.501 2.4 26.3 7.3 3.4 37.7 500,500 139,000 65,000 717,500 302,000 132,500 903.000 $1 The Manager of Engineering Services has the following concerns: · Three municipalities have no allocations for overhead costs. · Two municipalities have overspent their maintenance allocations. One of the municipalities has used monies from their reserve (they were under-spent from a previous year). Two municipalities were 36% and 31 % over the average of what the lower tier municipalities spent on winter control per kilometer. Total amount budgeted for winter control has exceeded the total allocations for control. winter $1 Total · · have to be approved by 217 the over expenditures wi ~ Given total maintenance costs are fixed County Council. 2 Page 2 REPORT TO COUNTY COUNCIL - FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: MARCH 1, 2000 SUBJECT: 1999 YEAREND FINANCIAL REPORT ON MAINTENANCE BY LOWER TIERS Recommendation For your information. RES~:~ SUBMITTED SUBMISSION CLAYTON D. WATTERS, MANAGER MAR LD ENGINEERING SERVICES CHIEF ADMINISTRATIVE OFFICER 3D 1999 Dec Maintenance for Jan- $ per Km 7 408 237 1141 1484 427 %01 T/D 0% 13% 6% 9% 48% 14% 0% Dutton! Dunwich 639.30 38,079.77 16,961.73 24,553.70 38,331.92 39,843.05 28,273.66 $ $ $ $ $ $ $ $ per Km 90 596 266 815 890 586 %of T/D 4% 24% 10% 1% 36% 24% 0% Central Elgin 12,994.14 86,359.68 37,182.35 4,932.50 28,976.89 84,976.89 $ $ $ $ $ $ $ $ per Km 38 208 133 1928 451 %01 T/D 1% 8% 5% 0% 70% 16% 0% Bayham 3,620.32 20,039.23 12,856.46 185,839.57 43,563.83 $ $ $ $ $ $ $ $ per Km 95 39 716 .360 638 %01 Total 2% 1% 16% 0% 31% 5% 5% Aylmer 31.76 53.16 987.94 ,877.3 879.83 275.10 $ $ $ $ $ $ $ Maintenance Activities A Bridget Culverts BRoadside C Hardtop D Loosetop E Winter Control F Safety Devices Overhead 97% 3% 286,683.13 296,000.00 9,316.87 $ $ $ 97% 3% $ 355,422.45 $ 367,000.00 $ ,577.55 00% 0% $ 265,919.41 $ 266,500.00 $ 580.59 70% 30% 4.205.10 6,000.00 .794.90 $ $ $ Jan-Dee Total Allocated Difference $ per Km 104 405 269 094 414 446 %01 T/D 3.7% 14.4% 8.8% 3.1% 50.3% 15.9% 3.9% Totals of AI 70,536.78 273,702.95 167,315.40 58,904.13 955,767.92 301,458.14 73,835.83 $ per Km 114 $ 571 $ 276 $ 276 $ 136 $ 370 $ $ %of T/D 4% 22% 9% 2% 43% 14% 7% West Elgin 10,797.00 53,887.00 21,434.00 4,627.00 07,168.00 34,872.00 16,295.00 $ per Km 143 $ 443 $ 265 $ 1345 $ 1855 $ 289 $ $ %of T/D 5% 14% 8% 4% 60% 9% 0% Southwold 190 $ 15,693.54 189 $ 48,713.98 391 $ 26,194.77 1173 $ 15,105.69 1349 $ 204,161.46 467 $ 31,799.07 $ $ per Km %of Total 7% 7% 14% 3% 50% 17% 8% Malahlde $ 26,660.72 $ 26,570.13 $ 51,698.15 $ 9,685.24 $189.412.77 $ 65.523.47 $ 28,992.07 Maintenance Activities A Bridgel Culverts BRoadside C Hardtop D Loosetop E Winter Control F Safety Devices Overhead 99.9% $1.901,521.15 $ 1,903,000.00 $ ,478.85 90% $ 249,080.00 $ 275,500.00 $ 26,420.00 0°/0 $ 341,668.51 $ 310.000.00 $ (31,668.5 04% -4% $ 398,542.55 $ 382,000.00 $ (16,542.55 Jan-Dec Total Allocated Difference Yo 0, 0% 1 3 0% Notes: 1 Aylmer information until Dee 99 2 Bayham information until Dee 99 3 Central Elgin information until Dee 99 4 Duttonl Dunwieh ¡nfromation until Dee 99 5 Malahide information until Dee 99 6 Southword information until Dee 99 7 West Elgin information until Dee 99 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES MARCH 9. 2000 DATE SUBJECT: ROAD CLOSURE - MUNICIPALITY OF BAYHAM Introduction to close a road allowance. The Municipality of Bayham wishes Discussion/ Conclusion That the County of Elgin has no concerns to the Municipality of Bayham stopping up, closing and conveying part of the given road known as "Garner Road" described as Part Lot 18, Concession South Gore and Part Lot 126, Concession South Talbot Road. Recommendation That the County of Elgin has no objection to the Municipality of Bayham stopping up, closing and conveying part of the given road known as "Garner Road" described as Part Lot 18, Concession South Gore and Part Lot 126, Concession South Talbot Road. APPROVED FOR SUBMISSION MARK M ALD CHIEF ADMINISTRATIVE OFFICER :;2. .--' .~ , O>Ja-k CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES RESPECTFULL Y SUBMITTED REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 15.2000 MARCH DATE SUBJECT: ROADSIDE MAINTENANCE ON COUNTY ROAD 45 Introduction On John Wise Line, County Road 45, between Centennial Road and Yarmouth Centre Road there has been a drainage problem for many years. the north side of of Centennial Road on 5 kilometers east Discussion / Conclusion This drainage problem is about 1 John Wise Line. The County of Elgin's maintenance agreement with municipalities is that all culverts less than or equal to 600 mm are the responsibility of the municipality. These culverts along the roadside are greater than 600 mm so the County of Elgin will need to purchase and install these culverts Since the municipality will be ditching this area as part of their roadside maintenance responsibility, the County of Elgin should have the municipality install the culverts and charge the County on a time and material basis. It is not beneficial or practical to have two parties work in the same location The County of Elgin purchasing policy states that for goods and services between $5, 000 and $25,000 that three written quotes are obtained. The County of Elgin has in the past utilized the services of the municipalities. such as grade preparation for the application of the High Float. Recommendation That the Municipality of Central Elgin be requested to install the culverts on John Wise Line and charge the County on time and material basis in conjunction with the roadside maintenance ditching APPROVED FOR SUBMISSION MARK MC ALD CHIEF ADMINISTRATIVE OFFICER 33 RE:E[TFULL Y SUBMITTED Utwk CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES REPORT TO ELGIN COUNTY COUNCIL Homes Report #1 for March 28, 2000 From: Marilyn Fleck, Director of Homes and Senior Citizens Homes Summer Staffing Requirements March 7, 2000 Subject: Date round During the budget development process, the Supervisory staff Of the Home identified needs within the operation that could be met through temporary staffing and as well providing summer relief positions. Introduction/Back, We have, in previous years, hired in positions to meet the needs of the Homes during the peak vacation periods, and in addition, have provided work experience in some classifications to university/college students in their chosen fields. Discussion/Conclusion The 2000 budget is reflective of the needs identified for the positions in Activation, Nursing, and Maintenance. All of these positions are part time and would be utilized during the period May 1 to September 15, 2000. We have utilized the Nursing students for the Health Care Aide positions, and we believe that not only do we receive the benefit of the knowledge base, but the student participates in a work environment of their studies. At Terrace Lodge, we have had a college student of the Horticulture/Landscape design program and the Home benefited immensely from the training and knowledge that the student brought to the job the proposed 2000 ~4 The funding for these positions have been Included in budget. REPORT TO ELGIN COUNTY COUNCIL Homes Report #1 for March 28, 2000 page two Discussion/Conclusion continued Classification Elgin Manor Terrace Lodge Bobier Villa Registered Nurse 2 2 1 Reg. Practical Nurse 2 2 0 Health Care Aide 2 3 1 Activation 1 1 0 Groundskeeper 1 1 0 Recommendation That the Director of Homes and Seniors Services be authorized to proceed with the recruitment of the positions identified in the Report "Homes Summer Staffing Requirements" dated March 7, 2000. Respectfully submitted: Approved for submission: 1)7w~ ðwJL- ~Q Marilyn D. F eck Director of Homes and Seniors Services Chief Administrative Officer 35 ,~ ...~ REPORT TO ELGIN COUNTY COUNCIL Homes Report #2 for March 28, 2000 From: Marilyn Fleck, Director of Homes and Senior Citizens Mortgage' Bobier Villa March 9, 2000 Subject Date Introduction/Background Bobier Villa was opened in 1997 and the cost of construction was $5.7 million. The financing for the project was established through financial planning by County Counci through Canada/Ontario Infrastructure Works program, and through the efforts of the Fundraising Committee. Discussion/Conclusion The outstanding monies owing or "mortgage" for Bobier Villa have been repaid, and effective February 1, 2000 the Bobier Villa is debt free. To recognize this outstanding achievement, Council may wish to consider a special afternoon at Bobier Villa to "bum the mortqaqe" and invite guests from the community. The afternoon of Tuesday, May 23, 2000 has been suggested as an appropriate time for the ceremony to recognize this achievement and dignitaries, members of the Fundraising Committee, the Auxiliary would be included as invited guests. Recommendation THAT the Director of Homes and Seniors Services be authorized to organize the afternoon of May 23, 2000 as the "Mortgage Burning Ceremony" for Bobier Villa. Approved for submission: Mark G. 'cuonald Chief Administrative Officer :.; ;; 6 , Respectfully submitted: M~~ Director of Homes anc Seniors Services {)ZuJv REPORT TO ELGIN COUNTY COUNCIL Homes Report #3 for March 28, 2000 From: Marilyn Fleck, Director of Homes and Senior Citizens Painting Projects for Terrace Lodge and Bobier Villa March 9, 2000 Subject: Date round The Homes require major undertaking of painting, not only in common areas of the Homes but in resident rooms and bathrooms. The maintenance staff can perform touch up or cosmetic repairs, however, to completely paint these facilities is beyond the scope of the staff positions. Introduction/Back Discussion/Conclusion Previously Council had authorized the utilization of a reserve for some decorating at Elgin Manor, and since all those funds have not been expended, we believe that the painting/decorating projects for Terrace Lodge and Bobier Villa could be accommodated from the "Elgin Manor Retrofit Reserve" while Terrace Bobier Villa has a square footage of approximately 45.000 square feet; Lodge is about 95,000 square feet. and review responses, we In order to have appropriate time frames for advertisement, would like to proceed with the advertisement for tenders. Recommendation THAT the Director of Homes and Seniors Services be authorized to advertise for tenders for the painting projects for the Homes and report back to Council in April. Approved for submission: . cDonald Administrative Officer Respectfully submitted: ~Mv 1n 37 , Marilyn D. Fie, Director of Homes and Seniors Services REPORT TO COUNTY COUNCIL Marilyn Fleck, Director of Homes and Seniors Services John David Huether, Deputy Treasurer FROM 16,2000 Community Support Services Funding Request March 2000/2001 DATE SUBJECT: Discussion The Ministry of Health requires signatures by three authorized signing officers on copies of the 2000/2001 Community Support Budget Submission. Signed Community Support Funding Requests are to be received in The Ministry of Health office by April 07, 2000. Upon return, the Ministry authorizing signature and dates will be completed in order to fully execute these budget schedules. An original copy will be returned and kept on file in the Financial Services Department. Recommendation That the Warden, Treasurer and Director of Homes and Senior Services be authorized to sign the 2000/2001 Community Support Funding Request for the Ministry of Health. Respectfully Submitted J?k~ êJÞdv Marilyn Fie k, Director of Homes and Seniors Services ---- -=AD Mark Mcuonald, CAO 3.~ John David Huether (Acting) Deputy Treasurer REPORT TO COUNCIL Linda Veger, Director of Financial Services Cathy Bishop, Manager of Library Services FROM March 7. 2000 DATE: Elgin Homepage County of SUBJECT ntroduction: The internet provides a wealth of easiiy accessible information at minimal cost. It is a cost effective method of advertising and distributing materials. Local governments are giving their residents access to the latest road closings, tenders, by-laws, agendas, minutes, plus much more. Discussion Examples of Municipalities with homepages are Oxford, Middlesex, and the City of London whose site has grown from 100 pages to over 2,500 since 1995. The Library recently developed web pages for the main office and branches that reside on a dedicated server. It would be possible to house a County homepage on that server at no additional cost. Staff suggest that a professional web page designer be contracted to create pages that target the County of Elgin's business. Minor maintenance of the pages would be the responsibiiity of each department with IT employees actually uploading to the server. There will be some training required, however, some of that training will be provided by IT personnel. A number of our lower tier municipalities have already developed home pages. Several others expressed an interest in "tagging" along with the County in obtaining quotes from designers. Conclusion The County can take a step in the direction of e-commerce by introducing and building on a homepage. The cost for the web page designer, web software and training will be included in the proposed Information Technologies budget. Recommendation THAT staff be directed to obtain quotes for a) developing a County Homepage, and b) developing a Homepage for the County and the West Elgin, and; THAT the cost of the training and the web page designer for the County be Included in the proposed automation budget for 2000. Southwold and Municipalities of Approved for submission Respectfully submitted. Mark G. Chief Administrative Officer 39 Linda B. Veger Director of Financial Services - J Cathy 8~hop Manager of Library Services REPORT TO COUNTY COUNCIL Director of Financial Services Linda B. Veger, FROM 16.2000 March DATE Contingency SUBJECT Discussion ntroduction/ any for annually Thomas contains: contingency budget with the City of SI. Each Municipality agrees to allocate a 5% unforeseen cost overruns during the year. Our Consolidation Agreement In 1999, the County set $104,225 in the budget for this contingency. There was no requirement to use these funds in 1999 and it may be prudent to set these dollars aside in a reserve for future use. The 2000 budget suggests an increase to the contingency of $100,000. the M when to $1 close suffered on overrun of The Social Services budget, in 1991 economy experienced a downturn. Consolidation Recommendation THAT the 1999 contingency for unforeseen cost overruns as set out in our Agreement with the City of SI. Thomas be set aside in a reserve; and as an amount, aside unti THAT future budgeted amounts for this contingency be set determined by Council, has been reserved. Approved for submission Mark. nald Chief Administrative Officer 40 Respectfully submitted Linda B. Veger Director of Financial Services 16/03/00 99contin Land Ambulance '-0-'& .. !':_.!:~.On·· ... ¡fi. \ ¡.~r:,. ;.;. .... ¡ ~ "-:.:"'":"::-~ u_ ~....~.>.." srI' . r.;s-1Ji " Elgin County Counci To: Karen Dunn. Emergency Measures Co-ordinator From: March 10, 2000 Purchase of an Ambulance Date: Re: INTRODUCTION: In February of this year the Technical Services Unit, Fleet Services, and the Regional Office of the Emergency Services Branch, Ministry of Health, conducted a review of the current Elgin/SI. Thomas Ambulance Fleet. From this review a recommendation was made that an additional ambulance is required to replace the ageing 1992 ambulance at the Rodney Station. Rodney's 92-0113) be The vehicle in (i.e. six years. DISCUSSION: The Vehicle The Ministry recommends that dual box model ambulances replaced after mileage exceeds 250,000 - 275,000 km or question is nine years old and has 313,000 km on its odometer. the ageing vehicle with a new and replace the chassis only. The Cost: We have two options at this time. The first is to replace ambulance. The second is to enter the remount program These two options come at a cost of: County (60%) $25,470 $19,470 City (40%) $16,980 $12,980 (50%) Ministry $42,450 $32,450 Type of Replacement New Dual Box Remount the from If we choose a new vehicle, we can offset these costs by approximately $5,000 sale of the replaced ambulance. 1999 been Remounts The remounting process is slow. The Rodney Ambulance Service waited from April until November to get into the program Since November the vehicle has not yet recovered. 1 4 Reþort to County Counci 2 Land Ambulance - This is the first time either of our operators has tried this program. While the remount program saves money, word from some operators and paramedics of other municipalities is that remounts have a tendency to leak around the windshields. The size of the latest chassis model has also been modified and when a box, such as the Rodney type, is mounted the size of the cab is reduced. Due to this reduced size, paramedics from other jurisdictions are complaining about the comfort level of the new remounts. Therefore, at this time Council has two options for vehicle replacement. The approximate cost to enter the aged ambulance into the remount program will be $64,900. The approximate cost to buy a new vehicle will be $79,900 ($84,900 - 5,000 from the sale of the replaced ambulance). RECOMMENDATION: How does Council wish to proceed? ~ 16) Emergency Measures Co-ordinator Administrative Officer 42 REPORT TO COUNTY COUNCIL Mark G. McDonald, Chief Administrative Officer. FROM: 2000 SUBJECT: MAINTENANCE ALLOCA TlONS FOR COUNTY ROADS 10th March DA TE: Introduction Council has had many discussions about the adequacy and appropriateness of road maintenance allocations to lower-tier municipalities. The debate has centred on the formula used to determine the rate ($2805 per kilometre) and the accuracy and usefulness of the current reporting mechanism. During budget deliberations last year, staff were directed to review these matters and report back to council. Discussion To facilitate a full understanding of the allocations, it is important to review how the current formula was determined. The Manager of Engineering Services presented Council with a four year average of maintenance costs incurred by county forces from 1993 to 1996. From that experience, an allocation of $2805 per kilometre of road was used to apportion costs by municipality. At the end of 1998, the first year of the hew system of maintenance, the actual costs were reviewed and it was determined that more than enough revenue was allocated to the lower-tier to cover maintenance expenditures on county roads. Council subsequently approved the same allocation ($2805) for 1999. It should be noted that County Council did not request that any funds (underspent) be returned to the County. Municipalities were free to use any unused portions as they saw fit. Council may also recall that the initial allocation of $2805 was not only based on the county's historical maintenance costs, but on the assumption that lower-tier municipalities could provide the service more efficiently than the county. Furthermore, just to be sure, a buffer was added to cover unforeseen circumstances, since a new and untried system was being introduced. In October 1998, staff made the following observations to County Council, as a commentary on the new system, the reporting relationship with the lower-tier and the funding mechanism staff recognize that we are all trained to maximize grants/revenues wherever possible management styles and priorities may vary from municipality to municipality public expectations can vary from place to place record keeping, while important, should be kept to a minimum (reduce red tape) minimum standards must be met 43 · · · · · a standard reporting format is essential, however, the "inputs" are controlled by who complete the reports making consistency in application very difficult the Manager of Engineering Services has no authority to direct the work of superintendents who are employed by the local municipalities quality control is limited to periodic inspections by county staff not possible without up-staffing reports are not always received priorities those road local 2 · · monitoring is because municipalities have other - regular timely manner in a · · Conclusion Staff believe the allocation is fair and reasonable, recognizing that unusual circumstances may arise which can be addressed through the special reserve account previously developed. In addition, since costs tend to rise each year, staff recommend the allocation be indexed to the rate of inflation. It is further recommended that inflation be factored in for 1998 and 1999 since no adjustments were made in those years. In light of the observations above, staff present the following recommendation: Recommendation THAT, in an effort to streamline the accounting system, to build consistency and predictability in the budgeting process and to provide an incentive to manage the allocation effectively, the maintenance allocation on County roads be set at $2805 per kilometre and be adjusted yearly to account for inflation; and, 1999 and 2000 1998, nflation In THAT the allocation be adjusted to account for (approximately 8%); and, THAT the special road maintenance reserve account, previously established, be available for exceptional circumstances and be dispersed upon application to County Council; and further, and, the municipality for its own use as an Incentive the formula be reviewed once during each term of Counci THAT any funds underspent be retained by to work efficiently. THAT 44 ALL of REPORT TO COUNTY COUNCIL Team The Management FROM 16.2000 1999 Surplus and 2000 One Time Funding March DATE SUBJECT: Discussion The information contained in Council's budget binders, which were recently mailed out, requires adjustments based on final figures now available. The Management Team has reviewed these up-to-date numbers and recommends several changes as outlined in this report and the attached revised composite budget printout. We ask that Council disregard the previous budget and utilize the most current figures available, 1999 Surplus The 1999 surplus is currently $640,369 after taking the Payment-In-Lieu properties consideration. Two items will affect this amount: 1 A separate report to Council to reserve the 5%contingency amount as contained in our Consolidation Agreement with St. Thomas; and, The budgeted surplus flowing through to the 2000 budget of $140,000, into 2 This leaves an approximate balance of: 451,270 104,225 140.000 207.045 Less Less may wish to consider the following options for the surplus: Increase our M Rate Stabilization Reserve by $100,000. County staff are investigating new connectivity solutions through a Data Services Improvement Program (DSIP) co-ordinated by Donna Lunn. Some funds may be required in the future as the County share of this project. Counci · Set aside approximately $107,045 for County Archives. This could cover renovations should the County decide to move ahead with Archives. · ne40) 264,500 411.320 675.820 Other Revenues (see budget County share of transition assistance County share of Health Unit surplus Total Budget 2000 the Set $400,000 aside to reduce our debt on the Health Unit. This option will reduce overall payout period for our debt on the Health Unit and the Elgin Manor rebuild. 23/03/00 99surplu · Increase the Roads budget by $200,000 to assist with the shortfall between our current budget and roads capital needs. The balance of Other Revenues ($75,820) is absorbed into the 2000 Budget to hold the overall increase at 2.62%. . As Council decides The 1999 surplus and the 2000 one-time funding create an opportunity for Council to set aside funds that will assist future budgets. Automation is moving ahead quickly; the County may soon be able to access high-speed transmissions. Reducing the Health Unit debt will lead to future taxpayer savings through less financing costs. The above considerations produce an increase of 2.62% to the 2000 Proposed Budget, very close to the current inflation rate. . In addition to the above suggestions, the County should consider preparing for the eventual reduction in CRf funding, currently $4.8M. In previous years, grants have been reduced or completely eliminated as evidenced by the loss of Roads funding. In order to become an even stronger corporation, the County should become more independent of Provincial grants. Also, our infrastructure requires ongoing maintenance. Dollars spent today save future dollars; some estimate the savings can be a high as tenfold when referring to a roads system. Recommendation As determined by Counci Respectfully submitted ¡ Unaa B. Veger v Director of financial Services Mark G. MclJonald Chief Administrative Officer 23/03/00 99surplu .~,-_._---_.----~---~--..,- ..- -.- . - ~~---------,------.-=~--=-~~-...,..,-- 273.,.120 Estimated PJ.L Revenue 13,363,121 28.105,178 Increase/decrease ¡s calculated prior to PIL Revenues 1999 BUDGET 1999 ACTUAL BUDGET 2000 PROPOSED BUDGET ""'" I ACTUAL 19998UDGET $ CHANGE % C--1.ANGE EXPENDITURES RECEIPTS NET EXPENDITURES RECEIPTS NET VARtANCE EXPENDITUR REC8PTS NET """"" (10)-{3) 2)/13,021,321 i j SURPLUS FROM PRIOR YEAR 140,000 (140,000) - - - (140,000) 140,000 (140,000) - 0.00% 1 REQUISITIONS 13,021,321 (13,021,321) - 13,021,321 (13,021,321) - 0 - 0.00% 1 PAYMENTS!N LIEU 0 493,091 - 493,O;~, (493,091) - 0 - 0.00% 1 CITY OF ST. THOMAS BOUNDARY ADJUSTMENT - 53.972 {53,972 - 53.972 (53,972 - - - 0 53.9.12 0.41% 1 1 SUPPLEMENTARY TAXES 60.000 (60,000) - 109,836 (109,836) 49,836 60,000 (60,000) - 0.00% 1 1 TAXESWR!1TEN OFF 35,000 35,000 87,694 - 87,694 (52,694) 35,000 35,000 - 0.00% 1 1 INTEREST CHARGES & INCOME - 25,000 (25,000) 219,257 (219,257) 194,257 - 100,000 (100,000) (75,000) .0.58% 1 1 FEES. KETTLE CREEK CONSERVATION 16,000 (16,000) 16,000 (16,OOO) - 16,000 (16,000) - 0.00% 1 2 HEALTH UNIT 850,055 850,055 856,027 - 856,027 (5,972) 965,094 965,094 115,039 0.88% 2 3 COUNCIL MEMBERS & LOCAL BOARDS 139,910 139,910 130,932 - 130,932 8,978 145,800 145,800 5,890 0.05% 3 4 ADMINISTRATIVE SERVICES 216,620 216,620 211,625 211,625 4,995 229,809 229,809 13,189 0,,10% 4 5 FINANCIAL SERVICES 225,404 225,404 211,780 - 211,780 13,624 227,250 227,250 1.846 0.01% 5 6 HUMAN RESOURCES 332,562 332,562 311.760 - 311,760 20.802 339.317 339,317 6.755 0.05% 6 7 ADMINISTRATION BUILDING 308,123 203,500 104,623 357,203 229,636 127,567 (22,944) 371,300 186,000 185,300 80,677 0.62% 7 8 CORPORATE EXPENDITURES 323,934 323,934 303,068 303,068 20,866 293,065 293,065 (30.869) -0.24% , 9 ENGINEERING SERVICES 5,844,805 5,844,805 5,793,294 - 5,793,294 51,511 6.044,805 6,044,805 200,000 1.54% 9 10 HOMES FOR SENIORS SERVICES 9,138,018 7,795,739 1 ,~42,279 9,002,314 7,753,511 1,248,803 93.476 9,409,514 7,985,703 1,422,811 80,532 0,62% 10 11 AGRICULTURE 26,380 26,380 25.907 - 25,907 473 27.530 27,530 1.150 0.01% 11 12 PIONEER MUSEUM 77,530 16,850 60,580 75,875 21,824 54,051 6,629 79,950 18,850 61,100 420 0.00% 12 13 LIBRARY SERVICES 1,536,364 247,852 1,288,512 1-400,372 192.989 1,207,383 81,129 1,495,624 157,352 1,338,272 49]60 0,38% 13 14 lAND DIVISION 57,,000 57,000 0 11,826 (11,826) 11,826 60,000 60,000 0 - 0.00% 14 15 EMERGENCY MEASURES 40,250 - 40,250 36,759 - 36,759 3,491 42,620 2,400 40,220 (30) 0.00% 15 CITY OF ST. THOMAS 16 SOCIAL SERVICES & ONTARIO WORKS 5,574.000 2,874,500 2,699,500 2.434.990 - 2,434,990 264,510 2.276.485 - 2.276,485 (423,015) -3.25% 16 17 ADMINISTRATIVE FEE - C!TY OF ST" THOMAS 315,000 315,000 201,,8621 201,862 113,138 384,741 384,741 69,741 0.54% 17 18 CONT!NGENCY FEE 104,225 104,225 104,2251 104,225 - 100,000 100,000 (4,225) -0,03% 1. 19 CHILD CARE - 0 1 ,384,;281 - - 230,770 230,770 230,770 1.77% 19 . 20 SOCIAL HOUSING 1,300,000 1.,300,000 - 1,384,328 (84,328) 1,452.500 1,452,500 152,500 1,,17% 20 21 GRANTS 93.000 93,000 90.500 - 90,500 2.500 536,372 536,372 443,372 3.40% 21 , ~ ELGIN TOURIST ASSOCIATION 12,000 12,000 12,000 - 12,000 - 13,000 13,000 1,000 0.01% 22 RESERVE FOR MILL RATE STABILIZATION 418,120 418,120 518,120 - 518,120 (100,000) 150,000 150,000 (268,120) ~2.06% 23 24 RESERVE FOR INFORMATION TECHNOLOGY 389,809 389,809 389,809 - 389,809 - 337,433 337,433 (52,376) .0.40% 24 25 RESERVE FOR BU!LDING 150,000 150,000 150,000 150,000 - 100,000 100,000 (50,000) -0.38% 25 26 RESERVE FOR WSIB 50,000 50,000 50,000 50,000 - 100,000 100,000 50.000 0.38% 26 27 RESERVE FOR FINANCING 1,011,932 1,011,932 1,011,932 - 1,011,932 1,411,932 1,411,932 400,000 3.07% 27 2. RENTAL INCOME - HEALTH UNIT 256.932 (256,932) - 256,932 (256,932) - 256,932 (256,932) '5.~OO' 0,00% 2. 29 RESERVE FOR PERFORMANCE EXCELLENCE 10,000 10,000 10,000 - 10,000 - 5,000 5.000 .0.04% 29 30 RESERVE FOR VEHICLE PURCHASE 5,000 5,000 5,000 - 5,000 5.000 5,000 - 0.00% 30 31 RESERVE FOR AMBULANCE REPLACEMENT 100,000 100,000 100.000 - 100,000 - 50,000 50,000 (50,000) .0.38% 31 32 RESERVE FOR RODNEY EXPANSION 30,000 30,000 30,000 - /~ 30,000 - - 0 (30,000) .0.23% 32 33 PROVINCIAL OFFENSES 302,000 (302,000) - 302.424 302,424 424 302,000 /302.000) - O.OQ% 33 34 AMBULANCE SERVICES 505,000 505,000 426,438 - . 426,438 78,562 575,000 575,000 70,000 0.54% 34 : 35 PROPERTY ASSESSMENT 610,625 610,625 592,840 - 592,840- 17.785 590,267 590.267 (20,358) -0.16% 35 36 TAX RELIEF ?O,O~O.~__ __~__.____'__ 20,000 303 - 303 19,697 20,000 I 20,000 ------'- ___O.OO%__~~ ..-. -- -'87.565\1 - i 37 CAPPING 0 - 87,565 87,565 0 - 0.00% 37 38 COMMUNITY REINVESTMENT FUND 4,780,000 (4,780,000-) - 4,780,000- (4,780,OOO) - 4,780,000 . (4,780,000) - 0.00% 38 i 39 SPECIAL TRANSITION ASSISTANCE - 0 - - - . - 0 - 0.00% 39 i 40 OTHER REVENUE 0 675.820 (675,820) (675,820) ·5.19% 40 ¡ 41 ARCHIVES 0 107,045 - 107,045 (107,045 - - 0 - 0.00% 41 I TotaJ 29,850,666 29,850.666 - 26,917,091 27,057,093 140,001 140,001 28,105,178 14,742,057 13,363,121 2.62% 341.800 2.62% I Col13 Col12 Col11 =~<= Col10 Col9 Col8 Col7 1999 CoJ6 Col5 Col4 Co13 Col2 Coli COUNTY OF ELGIN 2000 PROPOSED BUDGET March 22, 2000 " , " --_.. - --~.- -,. REPORT TO COUNCIL Linda Veger, Director of Financial Services Cathy Bishop, Manager of Library Services FROM March 7, 2000 DATE Elgin Homepag_e County of SUBJECT ntroduction The internet provides a wealth of easily accessible information at minimal cost. It is a cost effective method of advertising and distributing materials. Local governments are giving their residents access to the latest road closings, tenders, by-laws, agendas, minutes, plus much more. Discussion Examples of Municipalities with homepages are Oxford, Middlesex, and the City of London whose site has grown from 100 pages to over 2,500 since 1995. The Library recently developed web pages for the main office and branches that reside on a dedicated server. It would be possible to house a County homepage on that server at no additional cost. Staff suggest that a professional web page designer be contracted to create pages that target the County of Elgin's business. Minor maintenance of the pages would be the responsibility of each department with IT employees actually uploading to the server. There will be some training required, however, some of that training will be provided by IT personnel. A number of our lower tier municipalities have already developed home pages. Several others expressed an interest in "tagging" along with the County in obtaining quotes from designers. Conclusion The County can take a step in the direction of e-commerce by introducing and building on a homepage. The cost for the web page designer, web software and training will be included in the proposed Information Technologies budget. in Recommendation THAT staff be directed to obtain quotes for: a) developing a County Homepage, and b) developing a Homepage for the County and the Municipalities of Southwold and West Elgin, and; THAT the cost of the training and the web page designer for the County be the proposed automation budget for 2000. included Approved for submission. Respectfully submitted Mark G. Chief Administrative Officer ~wveh B. Veger ' or of Financial Services Cathy Bjjhop Manager of Library Services COUNCIL CORRESPONDENCE - MARCH 28. 2000 Items for Consideration 1. Gordon M. Burns, Clerk, Town of North Perth, with a resolution concerning CRF Funding for Farmland/Managed Forest Tax Rebate/Ratio Deferred from February 15 2000. (ATTACHED) 2. P.J. Leack, City Clerk, City of SI. Thomas, with a resolution requesting Land Ambulance detail of costs. (ATTACHED) 3. Gordon Ludington, Clerk-Treasurer, Township of Wellesley, with a resolution requesting the Provincial government to return a percentage of gasoline taxes collected to the lower tier municipalities for the maintenance of Provincially downloaded roads. (ATTACHED) " 45 Page 882 p, 01 ~- J,\"JI:J"'1' CLERK-Elgin Co 6191 ;.,),L:;' z:,:;¡J. 416 971 " Town of North Perth 330 Wallace Avenue Nonh 1 519 £,33 7£,£,1 FAX NO, H l"oHIH 1 ASSOCIATIon OF?-> AMO TOWN OF NOR EST FEE-IO-OO THU 03:52 PM FEB-09-20ØØ 13:07 82/18/88 23:29:81 ListoweI, Onra:rio N4W 1L3 (519) 291-2950 FAX (519) 291-5611 'E.-mail; town@town.northpenh.on.ca aUo the attached Perth adopted ~dF"Leg], of North 2000. February 8th, 2000 All MunîcipaJities in the ProVince of Ontarto Rei eM Fundina Issue for FarmlandMa 11,e Council of the Corporation of the Town resoluUon at Its regular meeting on February 7"', A report prepared br our municipal auditors indicated that the Town of North Perth was under funcled by $463.596.02 In 1998 as a result of the Ministry of F1nance 1SR calculation. The resulting CRF deficiency was repeated in 1999. It is our flnn belief that other rural municIpalities are facing similar CRr funding shortfalls. After numerous and unsuccessful attempts to have the Px'ovince re-examine this Issue, Councí1 {eels that their only alternative Is to saJ1ctt support from the other affected rural municipalities In Ontario. "the Tovm or North Perth witl be raising this matter at the ROMA/OGRA C,,,¡Cerence later this month. It Is our hope that you wtJ1 suppDrt and circulate your ondorsement or this resolution to the Minister of Finance: Fax: 416-325-0374 Frost Building South. 7m Floor. Queen's Park Crescent, Toront<!. Dnwio. M7A lY7 an!.! to_your local MPP. in an effort to bring govei cnt to fairly resolve this funding deficit. provincIal upon the pressure s\lfficient I MPA.AMCT c.c. Ðcnc¡.¡rable EmJe Eves. Minister of Finance C.c. Nonourable Tony Clement, Minister or MunlCipaJ Affairs c.c. Mr. l3ert Johnsaß, MIA, Perth-Middles"" C.c. 'RJ:JMA./JlMO not 46 Tbis material is provided under contract as a paid service by the originating organization, and does nece.~sarily rcOect the views or positions of the Association of Municipalities of Ontario (AMO), its subshlinry corn¡>auies, otrieers, directors or :J!ents. .,..",.-. ...,. ~_.__. -'----' Page 883 p, 02 t"".I!J~ lcM4 CLERK-Elgin Co 6191 :>l~ ¿~Il 416 971 1 1 519 £.33 7£.£.1 FAX NO, TOWN OF NORTH PERTH ASSOCIATion OF?-) ANO FEB-IO-OO THU 03:53 PN FEB-Ø9-:2000 13'1217 EST 82/18/88 23:29:41 THE CORPORATION OF THE TOWN OF NORTH PERTH COUNCn. MEETING RESOLUTION NO. 4;3 SECONDED BY: THAT; Whereas, tile Town of North Perth experienced a funding deiicìency with regard to the Local Servi~es Rea1JgDUlent (LSR) as pan of the CommUlÜty Reinvestment Fund (CRF) far 1998 and 1999. and; . Whereas, the ca1cuJation Df the FannIandIManaged Forest Rebate did not eqnitably take into account the effect of thech¡¡¡¡ges and shifts in IISsessment under the Current Value Assessment (CVA), and; Whereas, the tax ratios have resulœd in further shifts in taxes between tax classes in an effort to finance the revezwe deficíeDC}' created by the Pannland/Managed Porest Rebate Cteating unfair tax bUrdens, and; Whereas, the cmnparative fAX calculalian bas been complicated IIDd obscured by the LSR. the eVA, tax ratios and supposed tax room, and; Whercás, the net result is that the Town of NOrth Perth Is left without adequate funding and without laX room, and; Whereas. the net tax effect, for a Iy¡:ÍiOa1 qÍlaJifted fmn property, Is a significant tax increase that further erodes the rota! =omy in Ontario, and; Whereas, the Council and staff of the Town of North J?ertb have brought this issne to the snenlion of the MiQisteJ: of Finance. llIe Minister of Municipal Affairs and the local MLA on numerous Dccasions willlout a satisfactozy response: DATE: February T1'-, 2000 MOVED BY: Now therefore, the Council of the ToWll of North Perth hereby: 1. Petitions the Province of Ontario, thtough the Minister of Finance, to retroactively fund the tevenue deficieDC}' Cteated by the tsR FamlandlMana¡ed Forest Rebate calcnlation, for aU affected muDicipalìties in rural OnfBrio. 2. In.s:ís!s that action on this matter be taken immediately to enable planning and fuuuu:ing COl15iderations for fiscal year 2000, Fu:cther that this resoludoll be circuIared 10 aU rurnl munioipalities in OnfBrio, to related Farm )3usmess Org.aniza1ions and to related Municipal Orga:nizalÌ0na..~. consideration, support and action. \ t~ ~iØ - ~ CAJ :EDIDEFEATED 47 DATE This material is provided under contract as a paid service by the originating organization, and does not necessarily reOeet the views or positions of the Association of MUQicipalities of Ontario (AMO). its subsIdiary companies, officers. directors ~ a~ents, ..~'..---. ~.... .... Office of the Clerk P. O. Box 520, City Hall St. Thomas, Ontario N5P 3V7 Telephone: (519) 631-1680 Ext.JOO Fax: (519) 633-9019 ,.,--", ~.~' ("-'~~' Ù" r·....- r".-· fit:~liJ it;": r",~~;C:~-i. \>;<: ~"~';.' ,':,'i"~" ¡:::¡Jdh t:¡;J,,~ ,('''' '. ,<,\t/:";",j· I" \C)1 t\ \'A'" '-'w) -l.',:z:¡TI '; ·\tJ':;:::iZ!¡~3~:!.f!J a- ~~~j;'\'--i t'...,)(ii~, , ~.. ~,J,"~I .\\' ',,< >~~d: -- ".' ; . ......_~._....Æ_...]'.I ~..:'!"";:-. ft'CI '.. .. '.,~,~'" , . -, \' 1~·I.i .... "¡'i.. i"'~"{ '.' 1__ , \', ,,;',>~:~0;;<'-'>1 ~\ c . (~·f,. -~/ \",..?' ,_/<~':-~ .~";-.(>~ '- / fI!!:.~~s~., r'€~r,i¡{"-_"_p:¡P~¡¡:;O:;: /------'-!!§,2!!.'!---- , Peter J. Leack, M.P;A. City Clerk 2QQQ CO' 1~·''T\r nt: r:¡. ~I~'i . ~" ,I', " ,I ;.,,~ ycu,,~;;~ ~~ '-~' .. FEB 24 Thomas Corporation of the City of St. February 23rd, 2000 Mr. Mark McDonald, CAO County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Detail of Costs Land Ambulance Re: Dear Mr. McDonald: Please be advised that the Council of the City of St. Thomas passed the following resolution pertaining to the detail of costs for land ambulances. "THAT: The County of Elgin be requested to forward a formal request to the Minister of Health to provide full details on all past, current and future Land Ambulance costs billed to the County of Elgin and the City of St. Thomas." If you have any questions, please advise. 48 Mr. R. Main, City Administrator Mrs. 1. DeVrieze, Deputy Treasurer Sincerely, P. J. Leack City Clerk /mlv pc: Of BB1 Page BB1 THE CORPORATION OF THE TOWNSHIP OF WELLESLEY 4639 LOBSINGER LINE, R. R. 1, ST. CLEMENTS, ON NOB 2MO I 1 Duncan J McPha 1 519 633 7661 -) Mar B9 2BBB 2B:48:18 Via Fax Please Circulate To (519)699-4540 FAX: (519)699-4611 PHONE: March 9. 2000. meeting held on at its All Municipalities I am writing to inform you that Wellesley Township Council March 6, 2000 passed the following resolution: TO WHEREAS the Provincial Government collected $592 Million in Fuel tax, $2.068 Billion in gas tax and $890 Million in license and registration tax for a total of $3.55 Billion in 1998/99; and WHEREAS the Provincial Government has budgeted to collect $592 Million in fuel tax, $2.153 Billion in gas tax and another $883 Million in license and registration tax for a total of $3.628 Billion; and Government to date has dOW1Ùoaded 5166 km of roads Regions. etc.); and WHEREAS the Provincial to the lower tier (Cities, Counties, to maintain these downloaded t he funds and WHEREAS Municipalities do not have roads without increasing property taxes; WHEREAS taxpayers feel they are already paying for the maintenance of these roads through the above mentioned taxes; and THEREFORE be it resolved that the Provincial Goverrunent turn a percentage of the above taxes collected over to the lower tier Goverrunents further recommended that this resolution be circulated consideration. ,. ._~ and action and that you send a copy of Premier of Ontaric inister of Finance and your Local M.P.P. .uppo. , the Wellesley Township Counci to all municipalities for their your endorsement to the Yours truly, Gordon Ludington. Clerk-Treasurer. "Thrs 1! a paid announcement and Ylews ~md comments expre,ned herein are not neC8:!1:5,srUy endorsed by AMCTO." 49 ¡ COUNCIL CORRESPONDENCE - MARCH 28. 2000 enda Mary Jo Woollam, Regional Clerk, Regional Municipality of Ottawa-Carlton, concerning the changes to the Child Care Fee Subsidy Guidelines. (ATTACHED) Consent A Items for Information 1 Organization of Small Urban Municipalities, announcing the 4ih Annual Conference and Trade Show to be held May 3,4, and 5, 2000, and Conference Program outline. (ATTACHED) 2 Premier Michael D. Harris, MPP, acknowledging Council's support for: 1) the resolution of the Municipality of South Bruce asking the Province to recognize and support the importance of the Agricultural Industry to the Province of Ontario and 2) Council's request for funding for the SI. Thomas-Elgin General Hospital. 3 Federation of Canadian Municipalities, with registration information for the 63rd Annual Conference and Municipal Expo, June 2-5, 2000, London, Ontario. (Registration forms available in CAO's Office) 4 s Parliamentary - Premier Fi nformation' AMO Member Communication "For Your Assistant Vacancies". (ATTACHED) 5 PORT BURWELL PROVINCIAL PARK MANAGEMENT ~ MUNICIPALITY OF BAYHAM - RE: PLAN (ATTACHED) (p .zr AMO MEMBER COMMUNICATION - "AMO SECURES EXTENSION OF DATE FOR SETTING TAX RATES (ATTACHED) 50 1. Regional Municipality of Ottawa-Carleton œ Municipalité régionale d'Ottawa~Carleton Ottawa-Carleton Centre, Cartier Square Centre Ottawa-Carleton, Place Cartier 111. Lisgar Street, Ottawa, Ontario K2P 2L7 111, rue Lisgar, Ottawa (Ontario) K2P 2L7 Regional Clerk's Department Service du greffe Tel. (613) 560-2058 Tél. (613) 560-2058 Fax. (613) 560·1380 Télécopieur (613) 560·1380 Mary Jo Woollam , ~1 t\Å ,,,!~ ~..-~;\ Regional Clerk/Greffier régional "'·\1\rrV= î 'y f""" ø Barry O'Gorman, AMCT ~:::~ä ~~ "i-.§ g;;; ~ \:' :l:'Ä:! ;¡'~' Deputy Regional Clerk/Greffier régional adjoint MAR 2 '2ODD 28 February 2000 )-. t f"1,t ;~~ :~!N Con'. I' :........ File: 03-07-00-0080 f. t"-~ ~,-o~ .,' ,_,.1:. "...,., ":. (' .:~'~ ¡j~':~~:) Mr. Mark G. MacDonald Clerk! Administrator County of Elgin 450 Sunset Drive St Thomas, ON, N5R 5Vl Dear Mr. MacDonald: Re: Child Care Fee Subsidy Guidelines: Changes Introduced by the Ministry of Community and Social Services At its meeting of 23 February 2000, the Council of the Regional Municipality of Ottawa- Carleton approved the recommendations of Community Services Report 41, Item 3, relative to the above-noted matter. A copy of the item is attached for reference. Your attention is drawn to Recommendation 2 which reads: WHEREAS. a low-wal!:e earner workinl!: for the federal I!:overnment or larl!:e company with a company pension plan may Qualifv for a child care subsidy. but a low-wal!:e earner with exactlv the same salarv. but self-emploved or workinl!: for a small firm is to be forced to liquidate hislher retirement savinl!:s or lose hislher child care. and: WHEREAS such a policy is discriminatorv and p people who have been frul!:al and prudent and attempted to save for the future: THEREFORE BE IT RESOLVED that Council! obiect to this unfair poIie' call on the provincial I!:overnment to rescind it and rei It Asso Municinalities of Ontario take on this Ja and' S 2 FURTHER THAT this Motion be circulated to all re!!ions/counties in Ontario. all three uartvleaders. the Minister of Communitv and Social Services and all local MPPS. For additional information, please contact the regional Social Services Commissioner, Mr. D. Stewart, at (613) 724-4112 or by Fax at (613) 724-4150. Yours truly, ~ Regional C /mjb Attach: (1) 52 ORGANIZATION OF SMALL URBAN MUNICIPALITIES PALlTIES OF ONTARIO MUNIC ASSOCIA nON OF SECTION OF: 12 Nelson Street East. Meaford. Ontario N4L Tel. (519) 538·1060 Fax (519) 538-5240 E-mail: municiDnl(Ú)meat()rd.com Website: w\\i\v.meaford.com OFFICE OF TI·IE ~:Ã]~STRATIVE OFFICER L..,"",,:~-d ---, ~. ~ ~~~~.1 U (y f~~; ('-;~ ''- '¡j~\f.:.,~: A 2000 1st March 2000 Of- ELGIN ~.., '~ S~?,V1CfS 6 MAR ..-,-, CO' ,~"', " Þ.r:::" THE MILLENNIUM & BEYOND n Belleville for the Organization's 4ih Annual Conference & Trade Show 4th, and 5th An outline of the Conference Program is printed on the Join us May 3rd reverse Registration and accommodation information has been distributed by the City of Belleville and inquiries may be directed to Carolyn Ross at (613)967-3200 extension 3222, fax (613)967-3206 or e-mail at cross!ÍVcitvbelleville.com. Cheques for registration fees should be made payable to the City of Belleville As a result of a number of amalgamations of small urban and rural municipalities we are concerned about maintaining a strong membership in our organization. Accordingly, it is hoped that new municipalities will continue to send their urban representatives to the OSUM Annual Conference and formally participate in the OSUM Caucus This program has a wide variety of topics and allows opportunity for delegate participation. Plan on attending the Conference to obtain current information on municipal issues For those interested in serving on the OSUM Executive a nomination form is enclosed and will be received by the Administrative Officer until April ih, 2000. Kindly note, this is your only opportunity to put forward nominations for the Executive Committee :53 ORGANIZATION OF SMALL URBAN MUNICIPALITIES ANNUAL CONFERENCE & TRADE SHOW RAMADA INN - CITY OF BELLEVILLE 47th [P[Æ@®[Æ&æ!ÃJ @(1Ou[bD~~ Registration at the Ramada Inn Ice Breaker Reception WEDNESDAY. MA Y 3~ 9:00 pm 9:00 am 7:30 pm Opening Session Keynote Address - THURSDAY, MAY 4th 9:00 am Stephen Lewis, Former Canadian Ambassador to the United Nations Mr. Water? Is Climate Change Having a Serious Effect on our Sessions Reception and Luncheon Ms. Stevie Cameron 12:15 pm The Mulroney Years' Author of Highways The Trucking Industry - A Commercial Warehouse on our Sessions The Municipal Budget & Life After 10-5-5 Millenium Celebration of the Trans Canada Trails Communities The Importance of Municipal Libraries in Our & Entertainment the Bay of Quinte - Dinner Boat Cruise on 7:00 pm FRIDAY. MAY 5th 6:30 am (Tyendenaga Territory) Sunrise Ceremony with Chief Don Maracle & Native Children 9:00 am Sessions Health Care Fewer Municipalities, Larger Area Governments What did we gain? I What did we loose? Federal Minister of Agri-Food and Rural Development Canada Reception and Luncheon Speaker - Honourable Lyle VanClief 12:15 pm Who's in Charge? Are Electricity Changes Creating Halloc? Sessions Communication Problems Focus, Our The Media - Their Homecoming Ontario Festivals - Tourism or Songs from Broadway The deadline for participation In Communities In Bloom is March 31st. If you would like to register please call 1-888-532-5666. ~~------------------~~------~~~---~~~-------~~~------ Dinner and Performance Reception 5:30 pm ~ THE ORGANIZATION OF SMALL URBAN MUNICIPALITIES 2000 NOMINATION FORM Nomination. for OSUM Committee Member Name of Nominee: Representing Municipality of : Is the Municipality a current member of the Association of Municipalities of Ontario? YES D NoD (please check one) Title: Address: Telephone #: Background Information: (municipal service, areas of municipal interest, etc...) Nominees should be aware the Organization is not responsible for the cost of expenses associated with organization activities. Signature of Nominee Signature of Nominator Date Signature of Seconder Please Return to OSUM Administrative Officer c/o Town of Meaford, 12 Nelson Street East, Meaford ON, N4L 1A1 55 {t~ """".....f""'" "E'!,ntario , ,.',;~: 2:,j:"'~-.:'/';µ Le Premier mlnistre de l'Ontario The Premier of Ontario i k---) \d L\ Hôtel du gouvernement Queen's Park Toronto (Ontario M7A 1A1 Legislative Building Queen's Park Toronto, Ontario M7A 1A1 2000 ~¡~! r '( MAR en¡ 2000 Heffren 1 Ms. Sandra J Deputy Clerk County of Elgin 450 Sunset Drive S1. Thomas. Ontario N5R 5Vl March Heffren Dear Ms of a resolution passed by the funding I appreciate your Thank you for your letter informing me of council's support Municipality of South Bruce, regarding continued provincial keeping me informed about council's activities to the Honourable Ernie Hardeman, know that the minister will give council's sent a copy of your resolution Food and Rural Affairs I I note that you have also Minister of Agriculture, concerns every consideration. Once again, thank you for writing Sincerely MPP D. Harris Michael @ ltÆ ~I'",," Ontario E) Le Premier mlnistre de l'Ontario Hôtel du gouvernement Queen's Park Toronto (Ontario M7A 1A1 The Premier of Ontario Legislative Building Queen's Park Toronto, Ontario M7A 1A1 March 3. 2000 MAR 13 2000 COm11Y30r- ELGIN ÞJJiftIHNì8TFU\TPJE SERVHJES Mrs. Sandra J. Heffren Deputy County Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffren: Thank you for writing on behalf of the members of the council for the County of Elgin to let me know about their petition to the Minister of Health requesting funding for the St. Thomas- Elgin General Hospital. I've noted council's views and appreciate your taking the time to share them with me. Again, thank you for writing Sincerely, ". Michael D. Harris, MPP @ Federation of Canadian Mnnicipalities Fédération canadienne des municipalités 2001) COUNT{ Œ: HalN I'rIM¡~,m:nR.ßiì1\1E SEINtÜES 8 MhR 10,2000 February Managers: Take Note Senior Municipa/ Get Mayor Sam Swuu'd Marystown. N'l!wfoundlaÙd and Labrador President President Build Your Bridge to the Future Municipal leaders must tap into all available resources -- social and professional networks, communications technologies and political and economic systems -- to build healthy and viable communities. From seminars and workshops, to plenary sessions and business symposiums, everyone with a stake in the municipal sector will benefit by attending Canada's largest municipal event. Councillor Joanne Monaghnn Kitimat. British Columbia First Vice~PTesident Première vice~présidente Councillor .Jack Lßyton T OTonto. Ontario Second Vice~President Deuxième vice-présider Tailored to Your Professional Needs This year's conference program is specifically designed with senior municipal staff in mind. All aspects of municipal service delivery will be discussed. Come and share experiences with municipal professionals from across Canada Aldennsn John Schmal Calgary. Alberta 111ird Vice-President Troisième vice-preside!' Register Early and Win Register and pay your delegate fee before March 31, 2000 and you could win a pair of round-trip airfares to anywhere Air Canada flies in Canada, the Hawaiian Islands or the Caribbean. Complete the Conference Registration Form which is included in the attached Preliminary Conference Program and be sure to send it to FCM with your payment. Maire suppléant í1aude Cantin Québec (Quéhec) Présidentsortant Past President Be Sure to Book Your Hotel Reservations Hotel rooms are limited. Please complete the Hotel Reservation Form included in the Preliminary Conference Program and fax it to Carolyn Gibson, London Tourism Housing Bureau, at (519) 661-6160 to book your hotel room. For more information call Carolyn at (800) 265-2602 ext. 6385. James W. Knight Executive Director Directeur général (613) 241·2126 See you in London 24, rue Clarence Street, Ottawa. Ontario KI N 5P3 TelephonefI'éléphone:(613) 241~5221 . FaxITélécopieur: 56 ~ Page ElEI2 CLERK-Elgin Co 1 519 633 7661 ASSOCIATION OF?-> EST; El3/ElB/ElEI 23:31:13 p, 01 Association of Municipalities of Ontario 619 ~~- 416 97 FAX NO, AMO MAR-OS-OO WED 06:06 PM 393 UO\I/Ø!I1i1y AvoOUO, Sull.1701 To,ooto, ON 1115G 1..6 Tel: (416) 971·9856 . faX: (416) 971-6191 omall: amo@ø.mo.municom.com For Your 6nformation To the attention of the Clerk and council March 8, 2000 FYI. 00/006 Immediate Attention For Premier FiI\s Parliamentary Assistant Vacancies have two Parliamentary Assistants: The following changes were announced today: Health and Long Term Care wi Deputy as Assistant October The Minister of . He was appointed last David Tilson, MPP Dufferin_peel-Wellington-Grey (Rural Health). He is a past director of AMO and served as a councillor in tne Town of Orangeville for six years. Brad Clark, MPP Stoney Creek. Government Whip . . We have not been advised as yet whO will be appointed as the provincial Co-Chair of the AMO/MOHL TC Land Ambulance Implementation Steering Committee. It is hoped that this will be determined quickly as the Committee needs to deal with implementation issues and is anxiously awaiting decisions on matters which it has already provided advice to the Minister. Prior to the election David Young, MPP Willowdale has been moved from Education to Finance. he was a Trustee for the North York Public School Board. Prior to Joe Tascona, MPP Barrie_Simcoe-Bradford becomes the PA to the Minister of Education his election to the Legislature, he served as an alderman in the City of Barrie. . . -_._....~ contact Lorna Ruder at (416) 971-9656 exl. 300. 57 .-.--.-' .-.-,-.,. ---. For transmission problems @001 MUNICIPALITY OF BAYHAM ~~~ ELGIN COUNTY 519 866 3884 FAX 09:34 MON 03/20/90 MUNICIPALITY;OF BAYHAM . P.O.Böx 160 . Straffo'rdvillè, ÖntarioNOJ1 YO·· telephone (519) 866-5521 . fax (519)866~3884 (519)633-7661 Fax No March 20, 2000 Sandra Het'fien -DeputýClerk . CountyofElgin 450 SiJnset Drive St. Thomas; On.tario N5R 5Vl Heffren: ort BurwelLPJ'ovincialf'¡¡rk MánanemímtPlan Dear Ms Re; Thank you far your letter öfMatch 15th, 2000,regarding the proposed amendment to the Port Burwell J'rovlncialParkmanagement platt . Thé Notice that y,ou received dated February}1h; 2000 is Patt of the pròcedùriù requirements of Ontario Parks in aider to permit the expansion of thecurret¡t sewage treatment facjlity in Pat!: Burwèll. No action from the County is being requested by Bayham at this time. Thank you again for your consideration. I ·1 / I· . .1 f . . 11..' ~... ,'. ~""Í . . /' ~Kyl ...~~ Ad~strator: '\J Page 882 P. 01 Association of Municipalities of Ontario CLERK-Elgin Co 416 971 6191 £~- 1 519 633 7661 FAX NO. ASSOCIATION OF?-) AMO MAR-20-00 MON 04:45 PM EST 83/28/88 23:38:83 . For Your On for mati S93 Unlvorslty Avenue, suno 1701 ¡aromo. ON MSt:.. 1Ea (416) 971-9556. 'ex: (415) 671·6161 !IImllll: amoCamo,tnunlc.om.com Tol on Members of Council To the attention of the Clerk and Council. Please ensure that copies of this are distributed to aft March 20, 2000 FYI· 00/011 Immediate Attention For AMO Secures Extension of Date for Setting Tax Rates 30.2000 to Apri rates has been extended deadline for setting upper tier tax March 31 ssue: Facts Upper Tier Rating By-Law Extension: Minister Clement filed Ontario Regulation 181/00 on Friday, March 17 which implemented the extension to April 30, 2000 for the deadline for setting upper tier rating by-laws. A copy of the regulation is on AMO's website at ~ww.amo.municom.com. AMO had pressed Ministers Clement and Eves to make this change since upper tier::;, in the absence of the 2000 LSR/CRF allocations have not been able to complete their budgets. . The date for release of the LSR/CRF information has not been announced, but since the tax rate date was extended in recognition of the delay in I.SR/CRF information, one can speculate that it should be released sooner rather than later if councils are to be given time to make informed budget and tax rate decisions. Sports Facility" Property Class: Regulations providing for a new optional property class for specified professional sports facilities located in Toronto and the Regional Municipality of Ottawa-Carleton were filed on March 13,2000. The regulations define the class, extend the date for adopting the optional class to April 30, prescribe the range for fairne::;::; for the cla::;s and exclude the ::;ports facilitie::; from the applicable property tax cap ::;y::;tem for the two municipalities. New "Professional . !!!!.WW.JJJJ!fIicom. com This information is available through AMO's MUNICOM network at 16 alex! Relations Policy and Government Director of (416) 971-9856 Vaníni pa For transmission problems. contact more information contact: For ORDERS OF THE DAY FOR TUESDAY. SEPTEMBER 15, 2009 9 :00 A.M. PAGE# ORDER 1st Meeting Called to Order 2nd Adoption of Minutes July 28, 2009 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATION: 9:00 A.M. Retirement Recognition: Suzanne Edwards, IT Department Marjorie Jackson, Bobier Villa Nora Parish, Bobier Villa Arthur Skinner, Elgin Manor DELEGATION: 1 -2 9:05 A.M. Julie Girard, South West LHIN, MaryLynn Priestap and Sandra Coleman, CCAC Respite bed situation. 9:30 A.M. Shirley Biro, Chair Education Cte. of Elgin Elder Abuse Resource Cte. see separate attached information folder 9:45 A.M. Bryce Sibbick, Frank Cowan General Insurance and Risk Management Services Program to be included on Friday Fax 10:15 A.M. Lauren Millier and Anya Codack, Millier Dickson Blais Inc. Tourism Development Strategy and Marketing Plan previously mailed please bring your copy to meeting 5th Motion to Move Into "Committee Of The Whole Council" 3 -42 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence see attached 43 -48 1) Items for Consideration 49 -73 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements /Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 74 9th Closed Meeting Items 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 75 -76 13th Consideration of By -Laws 14th ADJOURNMENT LUNCH WILL BE PROVIDED Oct. Outside Board Warden Warwick and Councillor Acre CEEDTAC Renortina Schedule: Councillor Habkirk Elgin County Museum Advisory Cte. COUNTY COUNCIL PHOTO to be taken September 15, 2009 8:30 a.m. MEMORANDUM To: Rhonda Roberts Terrace Lodge From: Julie Girard South West LHIN Re: Request to Redistribute Short Stay Beds among Elgin County Homes Date: August4, 2009 Background: County Total LTC Short Stay Ratio of Beds Beds SS:Total LTCH beds I Elgin 1 677 19 1 1:75 I SW LHIN 1 6819 165 1 1:105 201 Queens Avenue, Suite 700 London, ON N6A IJI Tel: 519 672 -0445 Fax: 519 672 -6562 Toll Free: 1 866 294 -5446 ww w.southwestlhin.on.ca What was once a provincial government responsibility, the South West LHIN now has the responsibility to designate short stay beds in Long Term Care Homes across the LHIN. Short stay beds are an important resource in our communities as they offer respite to caregivers by temporarily accessing a bed in a long term care home for the person that they are caring for. This resource often enables caregivers to care for their loved one in their own homes for a longer period of time, a goal shared by many in this situation. It offers an option that results in people not being placed in long term care homes prematurely, thereby maximizing the use of our long term care beds for people requiring that level of care. Over the winter months, the South West LHIN embarked on a detailed short stay bed analysis in conjunction with the South West Community Care Access Centre (CCAC) to ensure optimum utilization and access to short stay beds throughout the South West LHIN. A particular emphasis was placed on short stay beds that are underutilized to understand the reasons for their underutilization which may include their geographic location, location of bed within the home, designation of "male /female" bed, outbreaks, etc. Our analysis also included understanding the ratio and distribution of the Short Stay beds to the total Long Term Care Home Beds in a County in addition to the ratio of number of short stay beds per 1,000 population 75 years and over. #SSBeds per 1,000 >75 yrs 1.6 .9 Current Situation and Proposed Distribution for 2010 In terms of the distribution of short stay beds in Elgin County, 9 beds are currently available. The County of Elgin offers 5 of the 9 beds while Valleyview in St. Thomas and Extendicare in Port Stanley each offer 2 short stay beds. Upon examining the distribution and utilization of the short stay beds, it appears that there is a need to improve access to beds in secure units in the St. Thomas area and reduce the number of secure short stay beds in the Dutton area. Long Term Care Home Bobier Villa, Dutton Elgin Manor, St. Thomas Terrace Lodge, Aylmer Current Short Stay Beds 2 private beds 1 secure 1 non secure 1 private bed 1 non secure 2 semi private 1 non secure male 1 non secure female Proposed Short Stay Beds 1 private bed 1 non secure 2 private beds 1 secure 1 non secure Preferably 2 private beds or male and female semi private, non secure To ensure the most efficient and effective use of short stay beds, it is requested that private beds be used, wherever possible, to maximize the availability of the beds. When semi or basic beds are used, this limits scheduling to a particular gender and so access to the bed is not available to the other gender. Since the South West CCAC typically schedules short stay beds months in advance, it is hoped that approval letters can be sent out as soon as possible. The designation of the short stay beds would occur for 2010, effective January 1. The utilization of the beds will be monitored and a reevaluation of their effectiveness will occur in the spring /summer of 2010. 2 Staff Reports (ATTACHED) REPORTS OF COUNCIL AND STAFF September 15. 2009 Council Reports (ATTACHED) Councillor Acre Tillsonburg District Memorial Hospital Annual Report for 2009 Councillor Hofhuis St. Thomas -Elgin Public Art Centre, Executive Director's Report Councillor Marks Councillor Mennill Warden's Banquet Councillor Wilson (Chair) Elgin St. Thomas Public Health (to be included on Friday Fax) Purchasing Coordinator General Insurance and Risk Management Services Program (to be included on Friday Fax) Deputy Director of Community and Cultural Services Tourism Development Strategy and Marketing Plan Appendix mailed separately Director of Community and Cultural Services Tourism Website Redevelopment Director of Community and Cultural Services Community Adjustment Fund Approved Project Deputy Director of Community and Cultural Services An Evening of Trash Talkin' Director of Community and Cultural Services Policy Update: Out -of- Province Meetings and Conventions Director of Community and Cultural Services Non Profit Stimulus Fund Application Library Coordinator Membership Reactivation with Library Services Centre Director of Community and Cultural Services Change of Thursday Hours Port Burwell Library Tree Commissioner Emerald Ash Borer (EAB) Update Human Resources Assistant Policy 10.130 Employee Recognition Building Sciences Technologist Terrace Lodge Sloped Roof Replacement Deputy Director of Engineering Services Tender Awards (Guide Rail and Culvert Lining) Deputy Director of Engineering Services Infrastructure Stimulus Fund Contribution Agreement Director of Engineering Services Ambulance Vehicle Purchase Tillsonburg District Memorial Hospital Annual Report for 2009 Report to Elgin County Council Submitted by Councillor Lynn Acre It continues to be a pleasure to represent the County of Elgin on this energetic, dedicated volunteer board. I thoroughly enjoy my involvement with TDMH. The board members and staff show me great respect. I am encouraged to attend and participate in conferences and workshops as my schedule allows. As well as sitting on the Board of Directors, I also am a member of the Corporate Planning Community Relations Committee. This is the second year that we have negotiated our funding with the Southwest LHIN. TDMH was facing a $700,000 deficit for 2009/09 however, through partnership with the Community Care Access Centre, the Multi Service Centre and the LHIN, we created a local solution that allowed us to balance our budget. Through expansion of the existing ALCOM program, 12 seniors who would have been placed in long team care facilities are instead supported in their own homes. This helps to alleviate the ALC situation in the hospital and reduce pressures on our Emergency Room and In- Patient Units. We also added five long -term care beds in Tillsonburg, as well as more case management and social work support in the hospital. This partnership alone wasn't enough for us to balance our budget however. We also had to close 12 beds. This change was most unfortunate but by working with our union partners, only one lay off occurred, and that individual was able to find other full time employment prior to the expiration of their notice period. Our big success story of the year is that we finalized an agreement with Alexandra Hospital in Ingersoll to share a CEO. Mr. Tom McHugh has been CEO of both organizations since May 2009.Both hospitals agree that a closer partnership will be good for patient care and will use resources wisely. I respectfully submit a summary of TDMH's achievements and initiatives completed during the past year. Board Achievements Initiative CT Scanner: Approval in principle from LHIN in Dec Scanner is now installed and we await final approval in the coming weeks. Opportunity to attend conferences for learning and sharing Participation with the LHIN's "Health System Design Project -a blueprint for integrated services. Improved accountability for patient safety issues: There has been a real focus on patient safety and publicly reported indicators in the healthcare sector. Now anyone can go on the internet and see a variety of measures of the care provided by our hospital. Although this information has been regularly reviewed by the board for years, this website takes transparency a step further, offering updated data in a more user friendly format. Our board is pleased with how we measure up to our peers. Manpower Recruitment Continues to receive Internal Medicine coverage from local Internists as well as weekend coverage by a number of locum Internists. Some anaesthesia shortages this year due to one full -time maternity leave and an unexpected resignation. However we were fortunate to secure assistance from STEGH anaesthetists for OR coverage during the week and several locum anaesthetists for weekend on -call coverage. Regional Anaesthesia coverage was discussed at meeting with CEOs and surgeons from TDMH and WGH. Strong surgical program with two full time General Surgeons, an Ophthalmologist, Urologist and Gynaecologist. Emergency Room coverage remains stable with new ER physicians added to the pool of weekend coverage. Family Physician recruitment remains a priority. Partnership with the Town of Tillsonburg and local physicians resulted in two new family physicians Participated in UWO Discovery Week hosting four first year medical students. Attendance at PAIRO recruitment tour held at five Ont. Medical schools. Hosting MedQuest this summer, in partnership with Alexandra Hospital and the UWO Schulich School of Medicine and Dentistry. This summer camp will target Grade 10 11 high school students who have an interest in medical careers. Infrastructure Completed our fire Safety Retrofit, which involved sprinklering the entire building. Renovations to our acute med/surgical unit have resulted in improved patient reception, increased privacy, more space for computers and a larger medication room. Stage one of ambulance ramp repairs and cafeteria ceiling repairs are completed The reduction of 12 beds has allowed us to increase our number of private rooms, which helps to manage infectious disease. Work is underway for two dedicated palliative rooms. Volunteers are assisting with decorating these rooms. Renovations for CT Scanner suite were completed and Scanner installed. Initial start-up steps are being performed. Radiation safety testing will be done next. Continuing to progress to full implementation of an electronic patient record. Surgi -Net has been implemented allowing physicians and nurses to enter information on patient care directly into electronic patient records. St. Thomas- Elgin Public Art Centre Executive Director's Report 2009 On behalf of the Board of Directors and the staff of the St. Thomas -Elgin Public Art Centre, I would like to express my sincerest gratitude to the County of Elgin for your continued support. Your support allows us to present quality exhibitions and programming to our public and provides us with the opportunity to be creative, responsive and entertaining and allows for considerable and necessary contributions to the well -being of our community. It is the mission of the St. Thomas -Elgin Public Art Centre to encourage and promote an appreciation for and support the practice of the visual arts in our community through a variety of exhibitions, education programs and through the preservation of a permanent collection. The Art Centre is situation in the centre of Elgin County and provides services to over 46 000 individuals. Our education programs continued to flourish and grow again this year. The programs are designed to connect students with art in ways that are personal and relevant. Through active observation, experiential activities in the Art Centre, and hands -on artmaking in the studio, students will EXPLORE, IMAGINE and CREATE. Accessible and inclusive, school programs are linked directly to the Ontario curriculum and support cross curricular learning. Schools that have participated in this free program: Port Stanley P5, Wellington Street PS, Summers' Corners P5, East Elgin 55, Arthur Voaden SS, Central Elgin Collegiate Institure, Parkside Collegiate Institute, Mitchel Hepburn PS, St. Joseph's High School, Scott Street PS, Elgin Court PS, Homedale PS,Locke's PS, and Southwold PS. We look forward to another successful year, reaching out into the community to inspire and cultivate creativitiy with ongoing partnerships with the Ontario Early Years Centre, Talbot Teen Centre, Elgin Counseling and Mediation Centre, Family and Children's Services, Thames Valley District School Board and the Catholic School Board. Driven by our mission, to support and encourage the visual arts in our region, the Art Centre once again have provided many opportunities to our youth with exciting and creative free actitvities at the Canada Day celebration in Pinafore Park, Iron Horse Kids Junction, Family Art Day and Doors Open St. Thomas. A publication in celebration of the Art Centre 40th anniversary "Celebrating 40 Years Selections from the Permanent Collection" was produced. Funded by the Ontario Trillium Foundation and St. Thomas -Elgin Community Foundation, it has enabled the Art Centre to provide a copy of the publication free of charge to all public schools and secondary schools, separtate school boards and libraries in St. Thomas and Elgin County. The purpose of the publication is to provide access to all students, educators and the community members and to provide the freedom to explore the art centre history and selected works from the permanent collection. It will eliminate all barriers by making the information accessible to all. ISBN 978 -0- 9782953 -1 -8 Schools: Sparta P5, Springfield PS, Summers' Corners PS, West Elgin Sr. PS, Arthur Voaden SS, Central Elgin PS, East Elgin SS, Parkside Collegiate Institute, West Elgin SS, St. Joseph High School, Assumption, St. Thomas Community Christian School, Faith Christian Academy, Balaclava St PS, Davenport PS, Dunwich- Dutton PS, Edward Street PS, Elgin Court PS, Forest Park P5, Homedale PS, Locke's St PS, McGregor P5, Mitchell Hepburn PS, Myrtle St PS, Mew Sarum PS, Port Burwell P5, Port Stanley PS, Scott Street PS, South Dorchester P5, Southwold P5. Libraries: St. Thomas Public Library, Aylmer Old Town Hall, Bayham Township, Belmont, John Kenneth Galbraith (Dutton Branch), Fred Bodsworth (Port Burwell Branch) Prot Stanley, Rodney, Springfield, West Lorne. The 3rd Annual St. Thomas -Elgin Studio Tour (sponsored and organized by the Art Centre) was held on May 24 25, 2009. This free self guided tour highlighted 18 artists from the St. Thomas and Elgin area. The art centre is please to provide our beautiful gallery space again to community organizations for annual meetings, events and luncheons. CAS Elgin, Elgin Association for Community Living, St. Thomas Executive Association, St. Thomas -Elgin Artists Guild, Metclafe Gardens, St. Thomas Wood Carvers, University Women's Club, Retired Teachers Association, Thames Valley District School Board Professional Development, and Community Services Coordination Network. We are please to report that membership to the St. Thomas -Elgin Public Art Centre has risen again for 2009. The efforts placed on the annual drive has increased our members by 9 The dedicated staff has ensured that our members be informed of our special events, exhibitions, workshops and classes through newsletters, e- newsletters, and our website which in turn has increased our attendance. Web stats for the Art Centre: Month 1 Hits July 2009 1 37944 June 2009 1 34533 May 2009 1 39932 April 2009 1 50635 March 2009 61925 February 2009 65426 January 2009 1 47223 December 2008 1 25683 November 2008 1 33727 October 2008 136738 September 2008 1 52767 August 2008 39138 TOTAL 525671 The Art Centre seeks new opportunites for outreach projects and partnerships among community groups to deepen and expand relationships and audiences in our community. A partnership with the Elgin County Archives and the Elgin County Museum brought the exhibition "They Served We Will Remember Them" November 15 January 11, 2009. From the collection of the Elgin County Archives, the Elgin County Museum and the St. Thomas -Elgin Public Art Centre, we presented a collaborative exhibit based on paintings, photographs, letters and memorabilia commemorating the 90th Anniversary of the Armistice. In May 2009, works from the permanent collection was also displayed at the Elgin County Museum, Life and Leisure on Lake Erie, May 31, 2009. Clark McDougall, Untitled Port Stanley Paul Schleusner, Harbour Evening, Port Stanley, Painting Elizabeth Lambe, Port Stanley, Painting Roy Morris, Port Stanley, Painting As a recommender for the Ontario Arts Council Exhibition Assistance program, we were able to provide our artists from our community with exhibition assistance. This years reciepients are: Jan Row Port Stanley, Kim Clow St. Thomas, Al Sugerman West Lorne, Suzette Terry, Port Stanley, Kirtley Jarvis London (Elgin County Museum exhibition) and Walter Redinger West Lorne. It is through your support that we are able to continue to strengthen our programs and to develop new and innovative projects to serve our community. Thank you for making our mission a reality. Sincerely, Laura Woermke Executive Director Curator ElgmCounty P/OSrcsilMtr/ ty Were REPORT TO COUNTY COUNCIL FROM: Councillor Tom Marks Councillor Dave Mennill DATE: September 3, 2009 SUBJECT: WARDEN'S BANQUET INTRODUCTION: Council policy is to arrange appropriate recognition annually for the Elgin County Warden and that the Social /Entertainment Committee plans the programme. DISCUSSION: The date for the Warden's Banquet has been set for Friday, November 6, 2009 and the Elgin International Club has been booked. RECOMMENDATION: THAT the annual Warden's Banquet be held at the Elgin International Club in Rodney on Friday, November 6, 2009, with the social hour beginning at 5:30 p.m. and the Banquet commencing at 6:30 p.m.; and, THAT the charge for each purchased ticket be set at $20.00, to cover the cost of the meal, taxes and gratuities; and further, THAT County Councillors and Officials dress in standard Council attire. ALL of which is respectfully submitted Councillor Tom Marks Councillor Dave Mennill r Elg� itft REPORT TO COUNTY COUNCIL FROM: Alan Smith, Deputy Director of Community and Cultural Services DATE: Sept 3` 2009 SUBJECT: Tourism Development Strategy and Marketing Plan INTRODUCTION: Endorsed by the County of Elgin and the City of St. Thomas in November 2007, the Premiere Ranked Tourist Destination Framework Project recommended to "...Implementing a process for the creation of an Elgin Strategic and Marketing Master Plan for Tourism..." In addition, the County's Economic Development Plan also completed in 2007, recognized Tourism as one of the economic development sectors with the potential of attracting new business investment. Therefore, in order to strengthen the local tourism industry as an economic generator for the area the County of Elgin in partnership with the City of St. Thomas, contracted the consulting firm Millier Dickinson Blais together with the firm Yfactor to prepare a Tourism Development Strategy and Marketing Plan to serve as a guide for the next five years with measurable actions leading to enhanced visitation and new product development. Appendix one contains the final plan. DISCUSSION: Elgin /St. Thomas has identified tourism as a potential economic generator for the area. Consequently, in order to realize that potential, a plan was developed that provides Elgin /St. Thomas with: clear, results driven direction and goals to develop unified destination marketing and industry development activities to sustain and manage future tourism industry growth over the next five years a detailed implementation plan with clear cost estimates that will enable the County to take advantage of identified local, regional, national and global opportunities that will attract and retain tourism investment, create employment, diversify the economy and broaden the tax base. The tourism plan as described in Appendix one, provides Elgin /St. Thomas with a clear vision for the tourism sector. In order to accomplish this vision, the first part of the Plan recommends specific strategies to meet the following three goals: 1. Building on Our Strengths (i.e. enhance heritage and cultural assets; develop agri touirsm opportunities; expand water based activities) 2. Enhancing Our Potential (i.e. increase product development; build capacity among tourism industry) 3. Putting the Tools in Place (i.e. identify sustainable funding sources; pursue partnership opportunities; tracking success and industry performance) A matrix is presented that sets out priorities, timing, and where appropriate budget implications with respect to the implementation of the strategies outlined above. While the strategy section of the Plan addresses the above goals, the purpose of the marketing plan is to define marketing goals, programs and actionable tactics that need to be implemented in order to effectively increase tourism in the County of Elgin and the City of St. Thomas. In other words, the marketing portion of the Plan outlines the suggested collaterals, communication tools and tactics to achieve the following marketing goals. 1. Increase the amount of people that visit Elgin /St. Thomas 2. Increase the length of time that visitors stay in Elgin /St. Thomas 3. Increase the amount of money that visitors spend in Elgin /St. Thomas The comprehensive plan's suggested tactics to accomplish the three stated marketing goals include: development and ongoing enhancement of an interactive website online marketing printed materials and distribution advertising campaigns improved branding of tourism kiosks events support tradeshow participation directional signage throughout the County /St. Thomas member services One of the recommended larger or key investments is in the development of a new tourism website, to facilitate the extensive interactive and user friendly tools demanded by today's tourism customers. The ability to plan and map an itinerary to the County, sort and search events, book trips online, advertise, gather consumer information, solicit consumer response and send specials and promotions, promise to not only save on staff time, but enable the generation of operating budget revenues. As websites are now listed as the first source of information for the majority of the population, these tools are not only expected, but possibly a deterrent to tourism economic impact to Elgin /St. Thomas in their absence. Considering the amount of staff hours it would potentially take to initiate even several of these essential tools off -line, compared with the potential return on investment, the website is the critical element of the Plan's success. Consequently, a separate report will be brought to County Council outlining staff's recommendations for the development of a tourism website as described in the Tourism Development Strategy and Marketing Plan. Other highlights of the Plan include building three "iconic" attractions of "The Elgin County Culinary Trail the "Ports of Elgin County and "The Railway Capital of Canada Each attraction would be supported by a specific logo, a mini website, brochures, an online marketing campaign and extensive promotion and cross promotional advertising. General Tourism Attraction would encompass programs such as; "Visit Elgin County targeted to the general public, "Summer in Elgin County" targeted to locals, and "Escape to Elgin County targeted to Hamilton/Toronto markets. Niche Themes, developed over 5 years would include specific marketable experiences such as Cycling, Camping, Touring, Children's Activities, Golfing, and /or Adventure sports. While many of these would include both web and print support, some are recommended to be web only. The Plan is rounded out by addressing the need to support events and develop member services with training, data collection /surveys, support via promotional opportunities and an awards program to celebrate and encourage excellence. It should also be noted that a review of the Tourism Services structure including the evaluation of the fee structure and the development of a plan to increase both membership and volunteerism is recommended. The budget of the Plan is broken down into yearly expenditures between 2010 and 2014, and suggests an operating budget for the department by category. The suggested net budget sees an increase in 2010 to $276,650.00 and to $429,050 by 2014. These figures include some portion of cost recovery which is possible if the recommended systems are initiated to implement the ability for advertising sales, sponsorship solicitation, and partner investment (grants, partnership plans). The budget also incorporates the recommended increase in human resource requirements (by 2011). It must be noted that the budget presented in the Plan is intended as a guide; and, the recommendations contained in the Plan will be operationalized which will be reflected during the normal budgetary process. It should be stressed that the County of Elgin Economic Development Advisory Committee (CEEDTAC) were fully engaged throughout the planning process. The Committee has reviewed the document, revisions have been incorporated, and the Committee has endorsed the resulting Tourism Development Strategy and Marketing Plan and is recommending that County Council also endorse the Plan as presented in Appendix 1 of this report: Moved by Lynn Acre Second by Grace McGartland "THAT the County of Elgin Economic Development and Tourism Advisory Committee accepts and endorses the Tourism Development Strategy and Marketing Plan; and THAT the County of Elgin Economic Development and Tourism Advisory Committee recommends County Council endorsement of the Plan." Carried. The Plan will also be presented to the City of St. Thomas for endorsement. After which, a "roll out" of the Plan will be presented to members of Elgin Tourism Services and other interested stakeholders. CONCLUSION: The Tourism Development Strategy and Marketing Plan lays the foundation for Elgin /St. Thomas to develop to its full potential as a visitor and tourism destination and defines solid and measurable strategies to grow the industry to its maximum potential. The County of Elgin and the City of St. Thomas have an excellent opportunity to build on the accomplishments to date and to develop and expand the local tourism industry. The Plan provides a guide to complete this work. An extensive quantity of tourism product is available at various quality stages, suitable for a variety of target audiences and spread out over the entire county and the City of St. Thomas. However, without the appropriate investment in this competitive market for the tourist dollar, the County of Elgin and the City of St. Thomas can not expect to retain or expand its share of the tourism market and receipts. RECOMMENDATIONS: That County Council endorse the Tourism Development Strategy and Marketing Plan as presented in the Sept 1 2009, report; and That those recommendations from the Tourism Development Strategy and Marketing Plan that have financial and /or resource implications for the County of Elgin be considered through County Council's budgetary process. All of which is Respectfully Submitted Br Masschaele Director, Community and Cultural Services Chief Administrative Officer Alan SmifW' Deputy Director, Community and Cultural Services Approved for Submission Mark onalc/ Elgin County P /a�issi* b/ Urfa,' FROM: Brian Masschaele, Director of Community and Cultural Services Alan Smith, Deputy Director of Community and Cultural Services DATE: August 31, 2009 INTRODUCTION: REPORT TO COUNTY COUNCIL SUBJECT: Tourism Website Redevelopment The County's tourism website at www.elaintourist.com requires a major redevelopment to reflect the County's recent branding initiative and to integrate new interactive features which will make it more competitive within the tourism market. This report recommends that Yfactor Inc. be retained under contract for this purpose with a transitional approach that would ultimately see the County directly administering and hosting the site. DISCUSSION: Staff are proposing a major redevelopment of Tourism Services' website at www.elaintourist.com. The current version of the site is maintained by a private operator and has not been redesigned for several years. Indeed, the banner to the site still reflects the operation of the service under the former St. Thomas Elgin Tourist Association. The site also lacks interactive features which are critical to success in today's highly competitive tourism market. Simply put, the current site is no longer competitive and is in fact hindering efforts with regards to tourism marketing. Staff propose that an entirely new site be developed that would integrate interactive features on a gradual and strategic basis in order to enable staff to aggressively market tourism services and implement many of the recommendations of the Tourism Development and Marketing Strategy, 2009. Staff recommend that Yfactor Inc. of Toronto be retained to re- develop the site based on their expertise in this field, the solid working relationship previously developed on other award winning projects, their work in developing the tourism study and the fact that the County does not have the internal resources at this time to complete the redevelopment within a short period of time. The firm would be retained as a "preferred vendor" according to the terms of the County's purchasing policy given their work on the Tourism Development and Marketing Strategy, 2009 and their on -going work with the County's larger economic development efforts. If retained, the company would immediately begin the following projects for completion by the end of 2009: Design of a new website interface that will reflect the County's recent branding; Establishment of a content management system so that staff can easily update the site; Redevelopment of the membership directory with searchable categories such as location and type of attraction; The creation of a "Culinary Trail" mini site that will then continue to grow as the project unfolds. As Council is aware, the establishment of this site is a major objective for the department in 2009 given that it has tremendous potential to attract tourists to local farms, restaurants and markets. Yfactor has laid out a five -year proposal for the site that would see new features integrated on a gradual basis. Features that will be added early in 2010 are a more robust calendar to promote local events and festivals and the first phase of an interactive and innovative itinerary planner. Other initiatives such as integration with the County's current business directory, creation of mini -sites to compliment the major pillars of the 2009 tourism study and enhancements to the itinerary planner and calendar are all envisioned by 2013. In considering this proposal, staff must nevertheless inform Council that it does come with a risk. The content would be managed using Yfactor's proprietary "Integrated Content Management System" (ICMS). This means that the County would not be able to migrate files to another software package without considerable effort should the agreement with Y- Factor be discontinued for any reason. To mitigate this possibility, staff propose that a clear contract be developed with the company that would have clear cancellation provisions, assurances of ownership of content and migration provisions so that the County can continue to operate the site using open- source software. The company has indicated it is willing to enter into an agreement under these terms. The County's Information Technology Department has also reviewed Yfactor's ICMS system and has confirmed that it is an excellent product that can deliver immediate results which are beyond the current resources of the County. The services of Yfactor will only be engaged on a year -to -year basis until the County can directly operate and maintain the site to the standard proposed by Y- Factor. Costs and Funding Source Yfactor has provided an estimate of $50,000 to redevelop the site in 2009. Annual hosting, maintenance and licensing fees will be between $10,000 to $15,000 on an annual basis, with the costs of other proposed projects detailed in the Tourism Development and Marketing Strategy, 2009. It should be stressed that staff will determine in any given year which of these projects are feasible to pursue within the confines of the current operating budget for tourism services. Some features may or may not be implemented. Funds to support the website are already integrated into the annual operating budget of the department given that the site has always been managed and hosted externally. Y Factor's five year proposal will therefore not necessarily result in an automatic increase to the tourism budget. In fact, a successful website will likely alleviate costs in other areas, particularly printed material. As page 99 of the Tourism Development and Marketing Strategy, 2009 states: "The most promotion can be achieved for the lowest relative budget when invested in the website. This means that all primary attractions, all general themes and all niche themes can be promoted through this channel almost instantly as soon as the infrastructure and content is ready. In contrast, advertising, printed brochures and mail or other distribution channels are cost prohibitive and must be planned and budgeted over many years." Staff have received excellent news that the initial $50,000 to re- develop the site, including the Culinary Trail component, will be funded through the Government of Canada's Community Adjustment Fund as a stimulus measure so that tourism marketing can be expedited in order to stimulate the economy. As a result, there is no immediate cost to the County to proceed with Yfactor's proposal and any on -gong costs will be integrated into the department's annual operating budget. CONCLUSION: To again quote the Tourism Development and Marketing Strategy, 2009 (p.100): "Tourism websites wield power. They can significantly impact the success and growth of the tourism sector or not. An excellent tourism site will convert web visitors to tourists, while a poorly constructed, frustrating website will have them quickly moving on to their next possible tourism destination." Based on recent feedback from local tourism operators, there is no doubt that a major re- development of www.elqintourist.com will be applauded by the sector. Staff propose to engage the services of Yfactor Inc. to lead the County in a bold new direction with regards to tourism marketing services, befitting the superior potential of the County's tourism offering. In so doing, staff will nevertheless be sure to obtain a clear agreement with the firm to ensure that the County's interests are protected as the site evolves, with the eventual goal of having the County directly maintain and operate the site using open source software. RECOMMENDATION: THAT the services of Yfactor Inc. be retained for the purposes of re- developing the County of Elgin's website for tourism services at an initial fee of $50,000 with funds drawn from the Government of Canada's Community Adjustment Fund; AND; THAT the County Solicitor be authorized to develop a contract renewable on an annual basis with Yfactor Inc. addressing provisions such as cancellation clauses, ownership of information and migration costs. All of which is Respectfully Submitted Approved f.__ !miss'on Brian Masschaele Director of Community an Cultural Services Alan Smith Deputy Director of Community and Cultural Services Mark GTMcDenald Chief Administrative Officer ElglnCo1111ty Prccies :G (Mute FROM: Brian Masschaele, Director of Community and Cultural Services Alan Smith, Deputy Director of Community and Cultural Services DATE: September 1st, 2009 REPORT TO COUNTY COUNCIL SUBJECT: Community Adjustment Fund Approved Project INTRODUCTION: As Council is aware, staff submitted a total of five applications to the Government of Canada's Community Adjustment Fund. Staff are pleased to report that one of these applications was approved. DISCUSSION: Staff are pleased to report that an application in the amount of $245,000 has been approved by the Government of Canada under the Community Adjustment Fund to enable the County to hire two Community Development Officers within the Department of Community and Cultural Services to work on economic development, tourism and cultural projects. These projects include: Development of a County -wide cultural asset map, the results of which will assist in marketing the county's extensive cultural assets as well as forming an important component in the future development of an official plan for the County; Development of a revitalized website for tourism services to incorporate interactive features in order to increase the site's competitiveness; Gateway signage along the 401 which will incorporate features that reflect the County's new "Progressive By Nature" spirit; Assistance with tradeshows, events and conferences; Promotional materials for the County's involvement in the 2010 International Plowing Match. The County's direct contribution to this application is $10,000 to cover the costs of equipment and travel to support the activities of the two positions. These funds will come from the 2009 and 2010 operating budgets of the Department of Community and Cultural Services. No additional funds are required to proceed. Councillor Tom Marks as Deputy Warden represented County Council at a funding announcement held by MP Joe Preston in St. Thomas on September 1 at which he thanked Mr. Preston for this much needed investment and assured him that the County will be moving quickly on these projects to help stimulate the local economy. CONCLUSION: Staff are extremely pleased that this applicaton has been approved as it will enable much needed projects to be completed much sooner than anticipated in order to stimulate the local economy. Staff therefore recommend that the Warden issue a letter of appreciation to the Minister of Industry and MP Joe Preston. RECOMMENDATION: THAT the Warden and CAO be authorized to enter into a funding agreement with the Government of Canada under the Community Adjustment Fund with a federal contribution of $245,000; AND THAT the Warden issue a letter of appreciation to the federal Minister of Industry and MP Joe Preston. All of which is Res Brian Masschaele Director of Community and Cultural Services Ily Submitted Approved for Submission Alan Smith Deputy Director of Community and Cultural Services Mark GiIc'O nald Chief Administrative Officer ElgtnCoun FmQiii tj roluw FROM: Alan Smith, Deputy Director of Community and Cultural Services DATE: August 31 2009 SUBJECT: An Evening of Trash Talkin' INTRODUCTION: For the past two years the County of Elgin has assisted with sponsoring the Trash Talkin' conferences. These waste management symposiums which explore the challenges and opportunities of dealing with municipal waste have been very successful. "Trash Talkin 3" will be held next year. However, in the interim a scaled down version, "An Evening of Trash Talkin will be held at the Shedden Complex on October 22 DISCUSSION: REPORT TO COUNTY COUNCIL The County of Elgin has co- sponsored the Trash Talkin' series of conferences over the past two years with a financial contribution of $5000.00 for each symposium. Presently, County staff are working with the other funding partners: Elgin Business Resource Centre; Green Lane Community Trust; City of Toronto; and the City of St. Thomas to develop an enhanced conference series which will include "Trash Talkin' 3" to be held in 2010. For the 2009 Trash Talkin' event the funding partners are arranging a social /dinner on October 22 at the Key Stone Complex in Shedden where George South, Director of Transfer and Disposal Operations, for the City of Toronto will talk about the City's current and future plans for the landfill site. Members of Elgin County Council, lower tiered governments, City of St. Thomas, and senior staff are invited to attend. Like previous years, in order for this event to proceed requires financial support from members of the "Trash Talkin" committee. Therefore, staff recommends that the County of Elgin provide an upset limit of $1000.00 to support the October event. This amount is substantially less than previous years. CONCLUSION: Elgin County has been involved in the Trash Talkin' conference series for the past two years. These symposiums attract people within and outside of the County. Participants enjoy a variety of prominent speakers regarding waste management issues. Co- sponsoring the Trash Talking event supports one of the economic development objectives of the County of Elgin as being an emerging leader in the energy and environmental sector. RECOMMENDATION: THAT the County of Elgin provides an upset limit of $1000.00 to be drawn from the Economic Development budget to support "An Evening of Trash Talkin as described in the August 31 report. All of which is Respec ully Submitted Approved for Submission Alan Sm`t {h Deputy Director, Community and Cultural Services Brian Masschaele Director, Community and Cultural Services Mark Ci91teor.Cffd Chief Administrative Officer E1gmCounty P /4:mi i, bj ktrunl REPORT TO COUNTY COUNCIL FROM: Brian Masschaele Director of Community and Cultural Services DATE: August 18, 2009 SUBJECT: Policy Update: Out -of- Province Meetings and Conventions INTRODUCTION: Council's and staffs convention and travel budgets have always been controlled by strict allocations and policy. This report presents an opportunity to enhance those characteristics while at the same time providing a measure of flexibility, accompanied by a more formal reporting requirement in order to enhance accountability. DISCUSSION: The County's current Policies Manual for County Council prohibits attendance at meetings and conventions outside of the Province of Ontario. This policy has been extended to staff as well. However, the County's efforts with regards to economic development, as well as the global nature of business and diplomatic relations today, make it advisable to seek amendments to this policy. Staff recommend that out -of- province travel restrictions be lifted for both members of Council and staff given that they have the potential to prohibit the County's efforts with regards to economic development and relations with other levels of government. The following two situations illustrate why this policy needs to be updated. In 2009, the County has been fortunate to win a number of high profile awards for innovative service delivery and marketing /branding efforts. At least one of these awards comes from a national association. However, the current policy prohibits the Warden and staff from accepting this award given that the convention is not taking place in Ontario. This only serves to diminish the stature of the accomplishment as well as any publicity /networking that may be achieved as a result of the award. Another example pertains to efforts to further develop sectors such as energy, environment and transportation for economic development purposes, sectors which have huge potential for the County. The current policy prevents Council and by extension staff from attending conferences or meeting government officials in places as close as Michigan or Ohio, even though such a meeting could be more inexpensive and be more relevant than a similar meeting in Ottawa or Thunder Bay. These examples illustrate why such restrictions should be lifted and why it is now prudent to move towards a policy that does not have geographic limitations but rather stresses the need to work within the confines of existing budgets and seek necessary approvals. Therefore, staff recommend that the following guidelines and rules be in place to ensure full accountability for attendance at meetings and conventions: 1. The current limit of two conventions per year for members of Council will be maintained. 2. Members of Council and staff must stay within the annual approved budgets for meetings and conventions. Any requests that have the potential to exceed these budgets must be approved by County Council. 3. Staff must receive the approval of the Chief Administrative Officer to attend any meetings or conventions outside the Province of Ontario. 4. An annual report will be brought forward to County Council summarizing Council and staff attendance at all meetings and conventions outside of Ontario. Staff are confident that the need to seek approvals and stay within the confines of existing budgets will provide sufficient checks and balances to any non- essential travel while at the same time providing the necessary flexibility to pursue the County's interests. The requirement to present an annual report will furthermore ensure public accountability for such trips. CONCLUSION: The nature of business and government relations today requires a more flexible approach with regards to attendance at meetings and conventions. This report recommends that out -of- province travel no longer be restricted for Council and staff within certain limitations. The revised policy as proposed in this report reinforces the transparency and accountability that is expected in municipal government and focuses on budgetary controls and limitations rather than on geographic restrictions. RECOMMENDATION: THAT the Elgin County Council Policies Manual be updated to eliminate any restrictions on travel outside the Province of Ontario; AND THAT staff receive the approval of the Chief Administrative Officer to attend any meetings or conventions outside the Province of Ontario; AND THAT staff bring an annual report to Council in November of each year beginning in 2010 summarizing staff and Council attendance at meetings and conventions outside of the Province of Ontario; AND THAT, in those rare and exceptional occasions where travel and /or attendance has the potential to exceed amounts allocated in the County's annual operating budget, such travel and /or attendance be approved by County Council prior to proceeding. All of which is Respectfully Submitted Approved •r- Submissio Brian Masschaele Director of Community and Cultural Services Mail I• ald Chief Administrative Officer Elgin County Pio9. n1?4 .ro REPORT TO COUNTY COUNCIL FROM: Brian Masschaele Director of Community and Cultural Services DATE: August 19, 2009 SUBJECT: Non Profit Stimulus Fund Application INTRODUCTION: This report seeks Council's support for an application to the Infrastructure Stimulus Fund for Not for Profit Entities in Ontario to renovate the offices of the Elgin County Library and expand storage capacity for the Elgin County Archives. DISCUSSION: The Federal and Provincial Governments released the Infrastructure Stimulus Fund for Not for Profit Entities in Ontario in early August with a deadline of August 18 2009 for applications. Given that Council did not meet in August, the Warden authorized staff to proceed with an application conditional upon Council approval at the next regular meeting. Such approval is also a requirement for the application. While it seems municipalities are not directly eligible for funding under this program, libraries and other cultural agencies are, although admittedly there has been considerable confusion regarding this issue. Staff have nevertheless applied under the auspices of the Elgin County Library for the following projects: Renovation of the first floor of the Elgin County Administration Building to provide a more suitable area to process books and other library materials. The offices of the library will also be joined with economic development and tourism to create a common entrance and reception area for Community and Cultural Services. This plan will therefore require that the offices of Provincial Offences be moved in closer proximity to the centre of the building where ticket payment will then be more accessible. Staff have already consulted the Elgin Federation of Agriculture and they are amenable to moving aspects of the Agricultural Hall of Fame to the Elgin County Museum. Expansion of the Elgin County Archives to create more climate controlled storage in the southwest wing of the building adjacent to the current facility and utilizing systems already in place for the archives. This expansion will be in the vicinity of 1500 square feet and will enable the archives' collection to grow for the foreseeable future. Total costs for these projects are estimated to be $780,000. As this is a cost shared program, the County's contribution would be $260,000. Staff recommend that approximately $100,000 of this contribution be drawn from the existing Archives' reserve, with the balance drawn from the 2010 capital budget. If approved, construction could begin as early as November and will likely be completed by the end of March 2010. The fact that this project can be completed relatively quickly and serves to refurbish an existing building are considered attributes under the terms of the program. CONCLUSION: The County's MP and MPP along with five community organizations have provided letters of support for this application. Council will be informed as soon as a decision has been made. RECOMMENDATION: THAT Council hereby supports an application to the Infrastructure Stimulus Fund for Not for Profit Entities in Ontario on behalf of the Elgin County Library in the amount of $780,000 to renovate the offices of the Elgin County Library and expand climate controlled storage for the Elgin County Archives; AND THAT the County's contribution of $260,000 towards this project be drawn from Archives Reserve and the 2010 capital budget. A of whic 's •ectfully Submitted Approved ubrnissie IMF Brian Masschaele Director of Community and Cultural Services Mark G I Chief Administrative Officer ElginCounty; P /O :nsfl._ 0/ (t fuN FROM: Sandi Loponen Library Coordinator, Community and Cultural Services DATE: July 27, 2009 SUBJECT: Membership Reactivation with Library Services Centre INTRODUCTION: REPORT TO COUNTY COUNCIL The Library Services Centre (LSC) is a central purchasing and processing centre for Canadian libraries providing services to over 200 library systems across Canada. LSC is a Canadian, non profit corporation owned by libraries and based in Kitchener, Ontario. Elgin County is a past member of LSC and staff recommend that membership be reactivated. DISCUSSION: Elgin County Library's previous membership with Library Services Centre was rescinded in October 2006 given that the Library was no longer using their services. In March 2009, library staff met with representatives of LSC and are now satisfied that LSC is able to meet the library's current needs in terms of pricing, product availability, shipping and automated processing. Staff are confident that this change will also achieve better value for the system compared to current vendors. As LSC members, each library is invited to vote on motions presented at the annual general meeting which is usually hosted in Southern Ontario in November. Aside from delegating a staff member to attend the annual meeting, staff do not anticipate that additional time will be required to fulfil membership duties. There are no fees or dues associated with LSC membership. CONCLUSION: If Council supports reactivation of the Library's membership with the Library Services Centre, a letter from the Warden on behalf of Council, acting as the board for Elgin County Library, needs to be submitted to LSC's Board of Directors in order to fully re- instate membership. RECOMMENDATION: THAT County Council hereby supports membership of the Elgin County Library in the Library Services Centre (LSC); AND THAT a letter requesting membership be issued by the Warden on behalf of Council; AND THAT the Director of Community and Cultural Services or staff designate be hereby authorized to act as the Elgin County Library's delegate to OLC. All of which is Respectfully Submitted 7ci.d L i Sandi Lopis:lien Mark G. Mal:TanaId Library Coordinator Chief Administrative Officer Brian Masschaele Director of Community and Cultural Services Approve E1gmCounry No;rtvire t9 (Altura REPORT TO COUNTY COUNCIL FROM: Brian Masschaele Director of Community and Cultural Services DATE: August 19, 2009 SUBJECT: Change of Thursday Hours Port Burwell Library INTRODUCTION: This report recommends that Thursday hours at the Fred Bodsworth Public Library of Port Burwell be extended by one hour. DISCUSSION: As follow up to the closure of the Vienna Library earlier this year, staff are recommending that the hours of operation for the Fred Bodsworth Public Library of Port Burwell be extended by one hour on Thursdays from 2:30 pm to 8:00 pm instead of 3:30 pm to 8:00 pm effective October 1 2009. The addition of this extra hour will enable young children, seniors and adults to take advantage of the services of the library before the after school period begins when the library is at its busiest level. This proposal will have no effect on staff hours or costs as there is presently two people working in the library on Thursday evenings and their shifts will be slightly staggered to account for this additional hour. Staff have been informed of this potential amendment and are in support. CONCLUSION: Staff will continue to monitor the impact of the Vienna Library closure on operations at both the Bayham and Port Burwell branches of the system. A slight adjustment of hours at Port Burwell is one recommendation that can proceed immediately. RECOMMENDATION: THAT the hours of operation at the Fred Bodsworth Public Library of Port Burwell be adjusted to 2:30 pm to 8:00 pm effective October 1 2009. All of which is Respectfully Submitted Appro Brian Masschaele Director of Community and Cultural Services Mark G. d Chief Administrative Officer ElginCounty PIDjrt1110b /ILYuN FROM: David Pullen Tree Commissioner DATE: August 20 2009 INTRODUCTION: REPORT TO COUNTY COUNCIL SUBJECT: Emerald Ash Borer (EAB) Update The presence of Emerald Ash Borer has been confirmed in two areas in Elgin County as of 2009. The original area is near the service centre on #401 near Dutton and the recent find in 2008 is near Talbotville on the Gore Road. According to Canadian Food Inspection Agency field staff, these two areas may have been infested for several years and yet does not appear to have spread significantly. A quarantine had been placed around the original Dutton infestation to prevent any movement of ash logs or firewood out of that area. That quarantine, along with a number of others in other counties, was lifted in March 2009 without any consultation with Elgin County staff. A quarantine was never placed around the Talbotville infestation, as CFIA has now abandoned the practice of what they refer to as "nested" quarantines. The counties of Chatham -Kent, Lambton, and Essex have been considered "generally infested" with EAB for some time. Movement of ash products out of that area had been regulated until July 2009 by a ministerial order. On July 9th, 2009 with no notification to Elgin County staff, and a "consultation" period of two working clays, CFIA placed Elgin and Middlesex Counties under the same ministerial order as the three "generally infested" counties and declared Elgin and Middlesex as "generally infested" with EAB. DISCUSSION: With the new ministerial order, ash logs and firewood can now move at any time of year with no regulation from the infested counties to the south into the counties of Elgin and Middlesex. Fortunately, there are only two major sawmills in Elgin County that could potentially bring in infested wood during the "flying" period of the insect. However, the unregulated movement of firewood from heavily infested areas is a major concern, and will probably lead to a faster infestation of Elgin County. CFIA field staff indicate that the decision to include Elgin and Middlesex in the "generally infested" area came from higher levels of CFIA and that the change is primarily due to a lack of resources to regulate the movement of ash products. CONCLUSION: The lack of consultation that led up to these changes is of great concern. Elgin tree commissioners over the past few years have worked closely with CFIA field staff to identify logging sites and help to slow the spread of Emerald Ash Borer. It appears that CFIA has given up on controlling the spread of EAB throughout Elgin and Middlesex counties. RECOMMENDATION: To write a letter of concern to CFIA and to the federal Minister of Agriculture with regard to lack of consultation with county staff on changes to the EAB policy. To include in the letter questions with regard to CFIA's change in EAB policy and question what resources are now available to control the spread of EAB within Elgin County. To request that CFIA staff attend a meeting of Elgin County Council to explain the rationale behind changes to EAB regulations Respectfully Submitted Approve 19 David Pullen Tree Commissioner e Mark G. Chief Administrative Officer E(ginCounty PIC.,ffeithe b./ lk6m FROM: Heather Rosevear Human Resources Assistant DATE: September 15, 2009 SUBJECT: Policy 10.130 Employee Recognition INTRODUCTION: In 2006, the County of Elgin introduced gift certificates as an employee recognition award in Human Resources Policy 10.130 Employee Recognition. DISCUSSION: For the past three years, the gift certificate option has been extremely successful. We have not had an employee select a gift from the brochure since the gift certificates were introduced. These statistics show the interest in the brochure items is no longer there and can be removed. CONCLUSION: In conclusion, the removal of the gift from the brochure option would update the policy and offer employees the awards that are of interest. RECOMMENDATION: THAT the removal of the gift from the brochure in Human Resource Policy 10.130 Employee Recognition be approved. All of which is Respectfully Submitted x'1.0,-' \1 n k Heather Rosevear Human Resources Assistant arley Un Director erhill Human Resources REPORT TO COUNTY COUNCIL Ap} pMeel°for �ubmissioTh Mark G. Mc oLan Itt Chief Administrative Officer The County of Elgin Human Resources Policy Manual Code A Page 1 of 1 1 YEARS OF SERVICE I 5 years 10 years 15 years 20 years 25 years 30 years 35 years 40 years DRAFT Section: 10 Subject: Employee Recognition Policy Number: 10.130 Date Approved: Oct. 1/87 Date Last Revision: Sept. 25/07 Employees will be given awards as set out below on the completion of the following years of service: FULL TIME /PART TIME VALUE OF AWARD GIFT $50.00 Delete Gift certificate and a letter of recognition from the Warden $100.00 Delete [County Atlas, gift from brochure, or] Gift certificate $150.00 Delete [Gift from brochurc,] Print jewellery, or gift certificate $200.00 Delete [Gift from brochurc,] Print jewellery, or gift certificate $300.00 An engraved watch or clock from Jeweller of choice to continue the symbolization of time $350.00 Delete []County ring, print, jewellery, or gift certificate $400.00 Delete [Gift from brochurc,] County ring, print, Jewellery, or gift certificate $500.00 Delete County ring, print, Jewellery, or gift certificate In addition to the gifts lists above all employees will receive a years of service lapel pin and a framed recognition certificate. 1 All expenses associated with these awards will be chargeable to the Corporate Expenses account. All dollar thresholds will be adjusted upwards by $25.00 per category every five (5) years commencing in 2010. Special Presentations: Special presentations for employees may be arranged by Directors at their discretion. Presentations for (10) ten years of service and above will be made once a year at the December Council Session. These staff members will be invited to the Council meeting and Christmas lunch. Department Heads will present the five (5) year service awards to their employees at their work location once a year at the end of November. ElginCounty r %.essr,: cinn REPORT TO COUNTY COUNCIL FROM: Cole Aicken, Building Sciences Technologist DATE: August 31, 2009 SUBJECT: Terrace Lodge Sloped Roof Replacement INTRODUCTION: The first set of asphalt shingles at Terrace Lodge in the Township of Malahide, where installed when it was constructed in 1975 and subsequently replaced in 1992. The asphalt shingles are now in poor condition and needs to be replaced without delay. DISCUSSION: The asphalt shingles on the sloped roofs at Terrace Lodge were first installed in 1975 and last replaced 17 years ago. The shingles are now in poor condition with curling and de- granulation evident throughout. Every time it rains, Terrace Lodge staff are reporting damages to ceiling tiles caused by water penetrating through the shingles. The current asphalt shingles are at their life expectancy and therefore impossible to make minor repairs. The expected service life of asphalt shingles is 15 to 18 years, however; the condition of the existing shingles is indicative of another issue with these roofs. That being the lack of soffit and ridge ventilation for the roof spaces. In the cold weather, warm air generated by various activities can linger in the building and cause moisture build -up. In the summer, heat build -up encourages premature aging and cracking of roofing materials. The only way to combat these problems is with installing a balanced ventilation system, or to install a metal roof system as the building was originally designed. The County of Elgin has a few options: replace the roof with new fibre -glass shingles; replace the roof with new fibre -glass shingles and install attic ventilation; or replace the entire sloped roof with a metal roof system. Option Work program 1 Removal of existing asphalt shingles and re- shingle the roof with fibre -glass shingles. 2 Option 1 plus: roof ventilation; asphalt paper underlay. 3 Removal of asphalt shingles and replace with a metal roof system. Also install roof ventilation; asphalt paper underlay. CONCLUSION Estimated Cost (Including taxes 15% and contingency 5 $110,000 $195,000 $290,000 Service Life 18 years 25 years 45 years A yearly capital cost of the three options is: option 1 $6,111 ($110,000 18 years); option 2 $7,800 ($195,000 25 years); and option 3 $6,444 ($290,000 45 years). Option 1 is the best financial option for the County, with some risks. The operational risks are due to the fact that no ventilation exists in the roof system. Not having a ventilation system, promotes premature rotting of the plywood sheeting system. If option 1 was chosen again, then it would also significantly reduce the lifecycle of the plywood sheeting and increase the overall lifecycle costs. It should be noted that the original concept drawings for Terrace Lodge called for a metal roof system. The total capital budget allocated for this project was $90,000. Option 3 has the least amount of risks but also requires additional monies. Additional monies can be accommodated in several ways: surplus; mill rate stabilization; or other reserves; and include in the 2010 capital budget. Also this replacement should include a discussion on the long term operational viability of the present Terrace Lodge by the County of Elgin. The present building is structurally sound and it needs a new roofing system now. Waiting several years to decide on a new plan will only increase the operational costs for leaks. The asphalt shingles on the sloped roofs at Terrace Lodge were last replaced 17 years ago at a cost of $27,000 in 1992 dollars. The shingles are now in poor condition and need to be replaced without delay. It is better financially for the County just to re- shingle the present roof but this would also increase the risk of replacing the entire plywood sheeting system at a further date before the metal roofing system needed to be replaced. The total capital budget allocated for this project was $90,000. Staff consulted with a company specializing in roof system replacements. Upon further review it becomes evident that continuing on the same path will add risks, which adds to the operational and capital costs. But, understanding all the information, staff recommends Option 1, which would replace the existing asphalt shingles and re- shingle with a fibre -glass shingle. This is a fiscally reasonable option due to the lower initial capital cost and the fact fibre glass shingles will perform better than asphalt shingles. RECOMMENDATION: That Option 1 be adopted for the replacement of the asphalt shingles at Terrace Lodge, which will remove the asphalt shingles and use a fibre glass shingle. Respectfully Submitted Cole Aicken Building Sci 7 1 jr'CCer Manager of Corporate Facilities es Technologist Clayton Watters Director of Engineering Services Approved for bmissieN® Mark Murat' Chief Administrative Officer ElginCounty PmytHir_ LP IrHWa FROM: DATE: SUBJECT: INTRODUCTION: REPORT TO COUNTY COUNCIL Peter Dutchak Deputy Director of Engineering Services Sonia Beavers Purchasing Co- ordinator August 17, 2009 Tender Awards (Guide Rail and Culvert Lining) Staff has issued tenders per the County's purchasing policy that form part of projects currently underway. This report is requesting permission for staff to award these tenders before the next County Council meeting so long as the lowest bids are accepted and within budget allocations. DISCUSSION CONCLUSION: Tenders for Guide Rail installation and Culvert Lining are scheduled to close on September 15, 2009. The following Council meeting is on October 20, 2009 and if tenders are awarded at the end of October, one month of construction time is lost. Guide Rail installation forms part of the work on Talbot Line, Calton Line (Infrastructure Stimulus Fund) and Iona Road. The culvert lining work forms part of the work on Calton Line (Infrastructure Stimulus Fund). Work on Calton Line (between Plank Road and County Road #55) in the Municipality of Bayham forms part of the County's Infrastructure Stimulus Fund (ISF) project and its completion is time sensitive. The guide rail installation tender includes $75,000 worth of guide rail for the Municipality of Dutton /Dunwich that they wish to be completed in 2009 and an earlier award date would assist them in meeting their goal. Therefore, staff is requesting permission to award these tenders if the lowest tender is selected and within budget allocations. Results will be reported to County Council at the next meeting. RECOMMENDATION: THAT staff may award the tender for Guide Rail installation and Culvert Lining so long as the County's Purchasing Policy is followed, lowest tenders are selected and within budget allocations. All of which is Respectfully Submitted, Peter Dutchak Deputy Director of Engineering Services &oma Beavers Purchasing Co- ordinator Atvidiv Clayton Wafters Director of Engineering Services Approved for Submission, Mark G. McUonaid Chief Administrative Officer E1gmCounty ro,;resm: o, (mmr) FROM: Peter Dutchak, Deputy Director of Engineering Services DATE: September 8, 2009 SUBJECT: Infrastructure Stimulus Fund Contribution Agreement INTRODUCTION: The County of Elgin has been successful in receiving funding through the Infrastructure Stimulus Fund (ISF) to rehabilitate Calton Line between Plank Road and County Road #55 in the Municipality of Bayham. A contribution agreement must now be entered into with the Government of Ontario. DISCUSSION CONCLUSION: The County of Elgin has been successful in securing $686,667 from both the Government of Canada and the Province of Ontario through ISF to rehabilitate 5.6km of Calton Line between Plank Road and County Road #55 in the Municipality of Bayham. The total project is valued at $2,060,000 of which the County of Elgin will be funding one third, or, $686,667. The Contribution Agreement requires a certified copy of the municipal by -law designating the signing officers and authorizing the execution of the agreement. RECOMMENDATION THAT a by -law be prepared to designate the signing authorities and to authorize the execution of the ISF Contribution Agreement with the Province of Ontario. All of which is Respectfully Submitted Peter Dutchak Deputy Director of Engineering Services Chief Administrative Officer a(m), Clayton Watters Director of Engineering Services REPORT TO COUNTY COUNCIL Approved for Submission Mark G MsDenatd- ElginCounty P,ogresstre byNature FROM: Clayton Watters, Director of Engineering Services DATE: August 25, 2009 SUBJECT: Ambulance Vehicle Purchase INTRODUCTION: In accordance with the Ministry of Health ambulance vehicle replacement schedule, staff has determined that the replacement of one vehicle would meet the current needs of the County of Elgin. This report is in regards to the proposed purchase of one replacement ambulance vehicle. DISCUSSION: REPORT TO COUNTY COUNCIL In the approved 2009 capital budget, there was an allowance for the replacement of one ambulance. A Request For Proposal was issued and responses were received from three suppliers for vehicles for 2009 and 2010 gasoline and diesel engines. Also, the County will be trading in a 2002 Ford E -350 Diesel, with 308,175 kilometers and 8937 hours (as of July 31, 2009). Pending a definitive trend in the industry, favouring gasoline or diesel engines, as well as results of an Elgin St. Thomas EMS service pilot project providing a definitive comparison, the current prudent philosophy of staff is to balance purchases of both gas and diesel engines vehicles, with gas appearing more advantageous in urban settings and diesel in rural settings. Currently the fleet is comprised of 4 gas and 6 diesel vehicles. A RFP was received from Demers Ambulances, Crestline and Tri -Star and the results are below. Vehicle Type GM Gasoline GM Diesel Ford Gas Ford Diesel GM Diesel 2009 Vehicle Chassis Supplier Quoted price (including taxes) Demers $115,926.70 Demers $121,037.69 TriStar 1 $123,375.66 Demers 1 $131,550.41 TriStar 1 $137,308.56 Vehicle Type GM Gasoline Ford Gasoline GM Diesel GM Gasoline Ford Diesel Ford Diesel GM Diesel The trade in values are: Demers $5,000, Crestline $4,000 and TriStar $5000. The prices stated above will be reduced by the trade -in value. Staff recommends a 2009 GM gasoline powered vehicle from Demers Ambulances from Beloeil, QC. The service provider for the County of Elgin, Thames EMS, also has reviewed the RFP and also recommended the 2009 GM gasoline from Demers Ambulances. CONCLUSION: In the approved 2009 Budget an allowance was made to replace one ambulance vehicle. A RFP was supplied to three different manufactures and the lowest priced vehicle that meets the needs for the County of Elgin is a 2009 GM, gasoline powered vehicle, from Demers Ambulance. RECOMMENDATION: That the Warden and Chief Administrative Officer be authorized and directed to purchase a 2009 GM gasoline powered vehicle from Demers Ambulance, at their quoted price of $115,926.70, which has been approved in the 2009 Capital Budget; and also That the County trade in the 2002 Ford E -350 with 308,175 km and 8937 hours (as of July 31, 2009) to Demers Ambulance at their quoted price of $5,000. Respectfully Submitted Approved fo ubniis i Director, Engineering Services Supplier Crestline Demers Crestline TriStar TriStar Crestline TriStar 2010 Vehicle Chassis Clayton Wafters Mark G.nald Quoted Price (including taxes) $120,861.28 $123,927.10 $129,335.28 $130,727.44 $131,268.71 $134,420.28 $139,568.56 Chief Administrative Officer CORRESPONDENCE September 15. 2009 Items for Consideration (ATTACHED) 1. Suzanne Strasber, MD, President, Ontario Medical Association seeking Council's support for provincial legislation that would require caloric labelling on menus at chain restaurants and school cafeterias. 2. Pamela Malott, CAO, Town of Amherstburg, with a resolution requesting the provincial government to continue consultations with Municipalities and the Solar Industry to reach a fair property assessment valuation method. 3. Anne Kenny, Elgin Community Futures Development Corporation inviting County Council and Senior Staff to a Funding Partners Dinner on Thursday, October 22 "d Cr ONTARIO MEDICAL ASSOCIATION August 5, 2009 Warden Sylvia Hofhuis County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Subject: Menu board labelling Dear Warden Hofhuis, RECE! FD AUG 1 1 2009 COUNTY Of ELGIN ADMINISTRATIVE SERVICES A report released by the Ontario Medical Association (OMA), earlier this year found that a quarter of Canadian children are overweight or obese and 75 per cent of obese children become obese adults. In addition, 60 per cent of Canadian adults are overweight or obese. Ontario's doctors first sounded the alarm on obesity in 2005 when it was revealed that this may be the first generation of children who will not outlive their parents. Unfortunately, not much has changed, which is why I am writing to you today. As you may know, in April the OMA called on the provincial government to introduce legislation that would require calorie counts to be listed adjacent to the items on menus and menu boards at chain restaurants and school cafeterias across the province. Ontario's doctors believe this will not only provide consumers with the information they need to make healthier choices when they eat out, but that it is an important tool to help our children build healthy futures. We were encouraged to learn that the Hamilton Wentworth District School Board will require their high school cafeterias to post the calorie counts of all menu items. We have written to all school boards in Ontario to strongly encourage them to follow Hamilton Wentworth's lead but unfortunately, there has been no action yet from chain restaurants. In the past, municipalities have played an important role in helping raise awareness of OMA initiatives aimed at protecting and improving the health of Ontarians. Most recently, a number of municipalities passed a council resolution in support of the OMA's call for provincial legislation banning smoking in cars carrying children, which became law earlier this year. The problem of obesity needs immediate action and we hope that you and your council will join us in the fight against this epidemic. A resolution of support passed by your council would be extremely helpful in our efforts to have this important piece of legislation introduced. As a physician, 1 see patients everyday who want to lose weight to improve their health, but don't have the basic information to make healthier food decisions. Caloric labelling on menus is a simple and effective way to help patients make better choices for their own health. The concept of caloric labelling on menus is nothing new. In fact, 25 states in the US have implemented, passed or introduced legislation that would require calories to be listed on menus and menu boards and that number seems to be growing at a daily rate. In addition, menu board 150 Bloor St. West, Suite 900, Toronto, Ontado M5S 3C1 tel: 416.599.2580 toll: 1.800.268.7215 fax: 416.599.9309 ervnioma.org Dedicated to Doctors. Committed to Patients. labelling is included in the US federal health care reform bill. Ontario has an opportunity to lead the way in Canada. If you require any assistance, or background information, please contact my office for more information. On behalf of Ontario's doctors, your time and attention to this initiative is appreciated and I look forward to hearing from you. Sincerely, Suzanne Strasberg, MD President, Ontario Medical Association Tobin of Ztniijer5tburg Pamela Malott Chief Administrative Officer pma lotteamherstburq.ca Elje Corporation of tElje August 31st, 2009 Attention: Clerk's Department RE: MPAC Evaluation of Solar Energy Development RECEWED' SEP 0 3 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES Pleased be advised of the following motion of the Council of the Town of Amherstburg on Monday July 27'", 2009: WHERE=AS the Province established the Renewable Energy Standard Offer Program (RESOP) and subsequently, the Green Energy and Green Economy Act to promote the development of wind, water, solar and biomass power projects; and WHEAREAS the Province committed to a balanced and sustainable property assessment system for the renewable energy sector; and WHEAREAS the Province committed to consult with municipalities, the Municipal Property Assessment Corporation (MPAC) and the energy generation sector to ensure that the property tax treatment of renewable energy facilities remains fair and consistent, promoting the development of green energy; and WHEREAS the Solar Industry offers unique, clean energy technology to Ontario; and WHEREAS the Ontario market for solar energy is at an early stage of maturity with very little operating solar capacity which warrants a fair approach to Property Assessment to foster wider adoption of this proven technology; and WHEREAS the current valuation method is unfair and burdensome in that the entire property area of the development is assessed at a Full Industrial Rate; THEREFORE BE IT RESOLVED that we, The Council of the Town of Amherstburg, appeal to the Province of Ontario, Ministry of Finance, to continue consultations with Municipalities and the Solar Industry to reach a fair and equitable property assessment valuation method; and Website: www.amherstburg.ca 271 SANDWICH ST. SOUTH, AMHERSTBURG, ONTARIO N9V 2A5 Phone: (519) 736E0012 Fax: (519) 736 -5403 TTY: (519) 736 -9860 FURTHER that until such agreement is reached that assessment be derived by totaling the area of all solar panels in a project to determine PV surface area; and that the PV coverage area (approximately 20 be assessed at a full Industrial Rate and the balance of the area at a Vacant Industrial land rate; and BE IT FURTHER RESOLVED that we, The Council of the Town of Amherstburg, request that AMO lobby the Province of Ontario on our behalf and that a copy of this resolution be sent to Bruce Crozier MP, Dwight Duncan, Minister of Finance and all Municipalities in Ontario requesting their support. Pamela Matott Chief Administrative Officer Cc: Bruce Crozier, MPP Dwight Duncan, Minister of Finance AMO Association of Municipalities of Ontario August 31, 2009 County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Warden Warwick On behalf of the funding partners of the two successful Trash Ta/kin' conferences, it is my pleasure to invite the Warden, all council members and senior staff of the County of Elgin to attend a dinner hosted by the partners. The committee has decided not to hold Trash Ta/kin' 111 in 2009 but to keep the topic of sound waste management alive in Elgin we will host a social and dinner on Thursday 22 October at the Shedden Complex. We also plan to make an exciting announcement regarding further conference plans for 2010. Our guest speaker for the evening will be George South, Director of Transfer and Disposal Operations, for the City of Toronto who will talk about plans for the landfill site and developments there in 2010 and beyond. Start time for the social hour is 6 PM with a cash bar; dinner compliments of the conference partners at 7PM, followed by our speaker. We look forward to a great evening and hope there will be a full turnout from the City of St. Thomas and every municipality in Elgin County. Community Futures Development Corporation On behalf of the funding partners: County of Elgin City of St. Thomas City of Toronto Elgin Business Resource Centre Green Lane Community Trust ELGIN RE"- Please RSVP who and how many will attend by October 13 to akennvCa elaincfdc.ca or call 519- 633 -7597 Ext 32 IVED SEP U 2 /009 COO i Y OF ELGIN ADMINISTRATIVE SERVICES 300 South Edgeware Rd. St. Thomas, ON N5P 41,1 Tel 519- 633 -7597 Fax 519 633 -5070 email admin @elgincfdc.on.ca wwwelgincfdc.on.ca CORRESPONDENCE September 15. 2009 Items for Information (Consent Agenda) (ATTACHED) 1. Hon. Leona Dombrowsky, Minister of Agriculture, Food and Rural Affairs acknowledging Council's resolution supporting the funding and implementation of an Alternative Land Use Services (ALUS) program. 2. Dennis Travale, Chair, SCOR Executive Committee with 3` quarterly update on SCOR activities. 3. Thank you card from the family of Norval "Bud" Preston. 4. Thank you card from the family of Janet Buchan (Elgin Manor). 5. James McIntyre, Mayor, Township of Southwold, thanking J -AAR Excavating Ltd. for rescheduling Talbot Line road work during Rosy Rhubarb weekend. 6. Pat Palmer, Secretary, Elgin 4H Association thanking County Council for their annual donation. 7. Devern Chmarney, Secretary/Manager, Aylmer East Elgin Agricultural Society thanking County Council for their continuing sponsorship of the Aylmer Fair. 8. Hon. John Gerretsen, Minister of the Environment acknowledging Council's resolution with regard to the proposed 550 metre minimum setback for wind turbines. 9. Bernie Corbett, Chairman, Haldimand County Disaster Relief Committee thanking the County of Elgin for the $250.00 contribution to their relief effort. 10. Jim Weir, Project Manager, Morrison Hershfield Limited, requesting comments or concerns regarding West Lorne Service Centre and Dutton Service Centre Redevelopment Project until September 29 2009. 11. Hon. Jim Watson, Minister of Municipal Affairs and Housing with an update on the Provincial Municipal Fiscal and Service Delivery Review. 12. Article from September /October 2009 issue of Municipal Monitor titled Regional Municipality of Durham and the County of Elgin Intermunicipal Partnership Collection of Provincial Offences Act Defaulted Fines. 13. United Way of Elgin -St. Thomas 2009 Campaign Kick -off Chili Cook -off information. 14. Hon. Deb Matthews, M.P.P., Minister of Children and Youth Services, speaking at St. Thomas Seniors Centre Wednesday, October 14 on Ontario's Poverty Reduction Strategy. 15. Michael Garrett, Chair, Board of Directors, Ontario Clean Water Agency, announcing staffing changes. Ministry of Agriculture, Food and Rural Affairs Office of the Minister 77 Grenville Street, 11 Floor Toronto, Ontario M7A1 B3 Tel: (416) 326 -3074 Fax: (416) 326 -3083 JUL 2 7 2009 Mr. Mark G. McDonald Chief Administrative Officer County of Elgin Administrative Services 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Dear Mr. McDonald Ministere de ('Agriculture, de ('Alimentation et des Affaires rurales Bureau de la ministre 77, rue Grenville, 1 1 a Stage Toronto. (Ontario) M7A 1B3 Tel.: (416) 326 -3074 Telec.: (416) 326 -3083 Ontario RECE JUL Li 0 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES Thank you for your letter of June 23, 2009, with regard to your council's resolution supporting the funding and implementation of an Alternative Land Use Services (ALUS) program. I appreciate this opportunity to respond to you. The Ontario Ministry of Agriculture, Food and Rural Affairs is aware of the ALUS pilot project. Staff from my ministry are working with those individuals involved with the project to explore potential opportunities related to areas of mutual interest. Thank you for bringing the view of your council to my attention. Sincerely, erS± Leona Dombrowsky Minister of Agriculture, Food and Rural Affairs .Ministry Headquarters: 1 Stone Road West, Guelph, Ontario MG 4Y2 Pick Ontario Freshness Bureau principal du ministere: 1 Stone Road West, Guelph (Ontario) MG 4Y2 Cueillez la fralcheur de ['Ontario August 11, 2009 Warden Graham Warwick County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Warden Warwick: RE: UPDATE #3 ON SCOR ACTIVITIES RECF!VFD AUG 1 7 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES On behalf of the South Central Ontario Region (SCOR), I am pleased to provide our third (3` quarterly update on our recent activities and successes, including most importantly, the completion of our long -range Strategic Management Plan, entitled The Path Forward, which outlines our vision for the development and diversification of the regional economy. The Plan has received the approval of the SCOR Executive Committee and is in the process of being approved by the SCOR Partners; namely, the County Councils of Brant, Elgin, Middlesex, Norfolk and Oxford. The Strategic Management Plan contains fifteen regional priorities for action. We have projected that implementation of the fifteen priorities will: Greatly contribute to achievement of the SCOR Vision Goals; Immediately respond to the challenges of economic change and decline being experienced throughout the region as a result of the decline in tobacco production; Strategically invest in people, businesses, communities and infrastructure vital to the diversification of the regional economy; Support the goal of attracting an estimated investment of $760M from public sources into the regional economy with approximately $700M going to public infrastructure with accompanying investment from the private sector; Create an estimated 15,500 jobs across the region within five years; and D Become a model of rural economic revitalization demonstrating ways to sustain and expand agriculture while adding and expanding complementary rural and small urban economic activity. The SCOR Executive Committee will continue to work with regional partners to secure funding support for implementation of our fifteen (15) priorities: 1. Maintaining The Competitive Edge 2. Supporting Entrepreneurship 3. Accessing Business Capital 4. Investing in Infrastructure 5. Expanding Research, Development Commercialization 6. Recognizing Youth As Innovators 7. Accessing the Marketplace (Food) 8. Implementing a Regional Communications Strategy on Skills Training 9. Enhancing the Quality of Life of Our Communities 10. Fielding a Winning Team (Renewable Energy) 11. Advancing the Rural Role in Renewable Energy 12. Reducing Our Carbon Footprint 13. Protecting Our Drinking Water 14. Marketing Themed Touring Routes 15. Developing An Agri- Tourism Showcase For more information on the above, please visit our website: tivv.v- egitrn.conr. Concurrently, we have been addressing our ability to sustain the implementation of the strategy with the assistance of the Ontario Ministry of Agriculture, Food, Rural Affairs (OMAFRA), who have retained a consultant to provide a review and recommendations related to organizational structure. Based on these findings, the SCOR Executive Committee has endorsed a resolution to incorporate SCOR as a not for profit agency. SCOR has made an application to the federal Community Adjustment Fund (CAF) for interim funding support for the period from August 2009 to March 2010 to facilitate the transition from planning to action while incorporation is completed. In addition, SCOR has completed a preliminary analysis of its multi -year funding needs and further discussion with the SCOR Partners will take place. Lastly, SCOR has been working with Agriculture and Agri -Food Canada (Rural Secretariat) on the design of the $15M Sand Plains Community Development Fund (promised by Minister Ritz August 1, 2008), which is expected to be launched shortly. This program is to benefit the rural communities, businesses and residents in the region. In this regard, SCOR will continue to advocate for rural initiatives with regional importance. In closing, thank you for your interest in SCOR and we look forward to continuing to develop our relationship as we work towards the diversification and growth of our regional economy. 2 Should you have any questions, please do not hesitate to contact me. Yours truly, De is Tr 1I fiaii SCOR Exec we Committee South Central Ontario Region (SCOR) cc County Clerks SCOR MAILING ADDRESS 200 Broadway, 2 ntl Floor, Tillsonburg, Ontario N4G 5A7 Canada Telephone: (519) 842 -6428, Ext. 3250 Fax: (519) 842 -9431 Web: www.scorreaion.com Email: scorn@ scorreaion.com Thank you sincerely for sharing our sorrow. Your thoughtfulness is appreciated and will always be remembered. July 21, 2009 J -AAR Excavating Limited 31 Exeter Road Lambeth, Ontario Dear Sir: Re: Thanks and Appreciation On behalf of Council and the Rosy Rhubarb Committee, I would like to express sincere thanks and appreciation to you and your staff in assisting the Township by rescheduling the work on Talbot Line in Shedden during Rosy Rhubarb weekend. Your cooperation in rescheduling alleviated any concerns, and contributed to another successful Rosy Rhubarb festival in Shedden. Yours truly, TOWNSHIP OF SOUTHWOLD ames McIntyre Mayor Township of Southwoid cc: Mark McDonald, CAO County of Elgin Rosy Rhubarb Committee 35663 Fingal Line Fingal, ON NOL 1K0 Phone: (519) 769 -2010 Fax: (519) 769 -2837 Email: dmcleod @twp.southwold.on.ca RECEIVED ED AUG 0 4 2009 COUNTY OF ELGIN AD INISTRATIVESERVICE) tztitet Cattle Show This pen and ink sketch depicts a scene that is both faniiliarandtirneless. Sketched by Paris artist Marsha Deans- Edgar a graduate from the Ontario College afArt. The appreciation of the rural landscape, the valaes and work ethic of those that steward the land are themes that come from 1Ffanha4 own background As a former 4 -11 member who grew up mi a amity centaryfams at RR #2 Paris. No+vdfarsha is married mid continues her rural life ssilh her hatband John anddahghter Cathryn, on theircenturyfanu. Visitors are welcome to come and view hero works at her gallery in her house located at RR #3 Paris On. N3L 3E3 (519)442 -7384 Thank -You for your support of the Ontario 4 -H Council V17,a- vit_k. WOW 6/0(1/ vc r/ OLGra-tc.t7; >4 ce OiSa, L G dd lti64r Vout-41 2 c ei ee -taco-- cWpr-t e c-C D cx—r- H prro srr, h ,c2-0 -rn-c-tcA c 1 6 4 M Gal v ___JzAL&ij t eji;r f 2:t6 -f- PL 2 1 1 /1(1.�-r l �A -f .�4r r usir (ter g f Ot 0;, AYLMER EAST ELGIN AGRICULTURAL SOCIETY THE AYLMER FAIR IT'S ALL FOR YOU! Secretary/Manager's Office Phone: 519- 773 -3445 Fax: 519- 773 -3492 avlmerfairboardna amtelecom.net The 163` Aylmer Fair August 6 to 9 2009 County of Elgin 450 Sunset Drive St. Thomas, ON N5P 5V1 Dear County of Elgin, Thank you for your continuing sponsorship of the Aylmer Fair. The support of our sponsors is very important to the success of the Fair, and we believe that your support will help to make 2009 a great year for the Fair. Please find enclosed your receipt for $7,500 for your 2009 Aylmer Fair sponsorship and your 6 day passes and 6 Midway vouchers as a "thank you" for your continuing support. Thank you for supporting, and being a part of, the history and heritage of the Aylmer Fair, and for helping to promote the industry of agriculture in our area. See you at the Fair! Sincerely, Devern Chmarney, Secretary/Manager. P.O. Box 192 Aylmer, ON N5H 2R9 www.avlmerfair.ca Ministry of the Environment Office of the Minister 135 St. Clair Ave. West 12th Floor Toronto ON M4V 1P5 Tel (416) 314 -6790 Fax (416). 314 -6748 August 10, 2009 Mr. Graham Warwick Warden County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 Dear Warden Warwick: Ministers de 1' Environnement Bureau du ministre 135, avenue St. Clair ouest 12° Stage Toronto ON M4V1P5 Tel (416) 314 -6790 TBIBc (416) 314 -6748 07610 (O&01) 100% Recycled Chorine Free. Made fn Canada ENV1283MC- 2009 -3129 RECEIVED AUG 1 8 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES Thank you for providing my office with a copy of your Council's June 23, 2009 resolution with regard to the proposed 550 metre minimum setback for wind turbines. As you know, on May 14, 2009, the Green Energy and Green Economy Act, 2009 was passed in the Ontario Legislature. The Ministry of the Environment (MOE).is supporting this initiative by developing provincial requirements and setbacks outlined in regulation for renewable energy projects to ensure human health and the environment are protected. Provincial requirements would be tailored to different sites and different types of projects. The government is currently seeking the public's input on approval requirements for renewable energy projects, including setbacks for wind projects, which will build on and strengthen the environmental and health protection components of current regulatory requirements. With specific reference to the proposal that wind turbines would not be permitted less than 550 metres from the nearest dwelling, and this minimum setback would increase with the number and loudness of turbines, this number is based on the existing 2008 wind guidelines, taking into account conservative assumptions, such as a clustered wind farm design. It is also proposed that there would be setback distances from all roads, railways and property side and rear lot lines and there would be ongoing requirements to monitor and address low frequency noise and vibrations. The MOE will ensure these requirements are met through enforcement and compliance measures. The MOE will also encourage leading -edge science by establishing and funding an academic research chair for the ongoing study of renewable energy technologies and health. As always, we base our protections around sound science and always strive for continuous improvement. Should new information come to light, we will review and amend, as necessary, these requirements, as we do for all other environmental standards today. I trust this 'information is helpful. Thank you, again, for bringing your Council's comments and concerns to the attention of the MOE. Sin Warden Graham Warwick Page 2. Gerretsen ster The Honourable Dalton McGuinty Premier Mr. Mark G. McDonald Chief Administrative Officer EIgin County Haldimand County Disaster Relief Committee 111 Broad St E Dunnville, ON N1A 1E8 August 19, 2009 County of Elgin 450 Sunset Dr St Thomas ON N5R 5V1 On behalf of the individuals and families of Haldimand County who have had their lives turned upside down by the recent flooding of the Grand River basin I would like to express my sincere thanks. When the waters began to devastate the region, the municipal and provincial governments were quick to respond, however, it is the efforts of friends and neighbors that will allow us to help these folks rebuild. Without you our efforts would be in vain. Thank you again for your generous contribution of $250.00 to the Haldimand County Disaster Relief effort. RECFWED AUG 2 7 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICEJ Please accept this as an unofficial receipt for your donation. An Official Receipt for Tax purposes will be provided to you at the completion of our Fund Raising Efforts. Gratefully, Bernie Corbett Chairman Haldimand County Disaster Relief Committeee /bq August 24, 2009 Mr. Mark McDonald CAO County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 MORRISON HERSHFIELD Re: Notice of Study Commencement for Infrastructure Ontario MTO Highway Service Centres Redevelopment `W Dutton Service Centre Municipality of Dutton /Dunwich, Elgin County Dear Mr. McDonald: RFCPIVFD AUG 2 7 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES The Ministry of Transportation (MTO) is undertaking a Preliminary and Detail Design project for the Redevelopment of the Dutton Service Centre located on the South side of Highway 401 between Exit 149 and Exit 137, in the Municipality of Dutton /Dunwich, Elgin County. The Dutton Service Centre is currently closed for redevelopment. The design phase has begun. The redevelopment of the service centre will improve road safety by providing a sufficient rest area for travelers; improve the quality of customer service by improving the convenience, accessibility and choice of amenities for travelers; increase the value of these facilities; improve the efficiency of the service centres to reduce pollution and facilitate environmental protection; improve the image of tourism and community development throughout Ontario; facilitate sustainable transportation opportunities; and provide a level of service which achieves provincial transportation objectives. The purpose of this letter is to invite /inform you of the PIC for the Dutton Service Centre located on the South side of Highway 401 which will be held on: Tuesday, September 1, 2009 4:OOpm to 8:OOpm Dutton/Dunwich Community Centre 1 Scotland Street Dutton, Ontario NOL 1J0 This PIC is being held to provide an opportunity for public to review the ministry's recommendations, present their comments and discuss them. Attendees can drop -in to view displays presenting background information, designs, lane closures, and the proposed methods for managing traffic during construction. The study will initially start as a Group 'B' planning project, in accordance with the Class Environmental Assessment for Provincial Transportation Facilities (2000). However, the results of the study may indicate that the redevelopment of this site will have no significant adverse Morrison Hershfield I Suite 600, 235 Yorkland Boulevard, Toronto, ON M2J 1T1 Canada I Tel 416 499 3110 Fax 416 499 9658 1 morrisonhershfield.com environmental effects. In this instance, this project may be "stepped- down" to a Group C project. Group C projects are minor improvements to existing transportation facilities and are considered approved under the Ontario Environmental Assessment Act, subject to compliance with the Class EA and the application of mitigation measures where required. If the ministry proposes a step down, a public notice will be published in local newspapers and a 30 -day review period will come into effect during which affected parties may request this decision to be reconsidered. If the project is completed as a Group B, at the completion of the study, a Transportation Environmental Study Report (TESR) will be made available for public review. A Notice of Study Completion will be published in local papers advising of the locations where the TESR will be available for the 30 day review period. If the project has been stepped down to a Group C, instead of a TESR, an Environmental Screening Document (ESD) will be prepared for public viewing. Your comments will assist MTO in planning the best possible service centre and will be collected in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record. To comment on this project, add your name to the project mailing list or to have your questions answered, please contact the undersigned. In the future, we will only contact those who have requested additional information pertaining to this project. We are interested in hearing any comments or concerns that you may have regarding this project. Comments will be accepted until September 29 2009. Yours truly, Morrison Hershfield Limited Jim Weir, P. Eng. Project Manager Director of Operations, Transportation Morrison Hershfield Limited Suite 600, 235 Yorkland Blvd. Toronto, Ontario M2J 1T1 Tel.: 416- 495 -4283 Fax: 416- 499 -9658 E -mail: JWeir @morrisonhershfield.com 2 To comment on this project, add your name to the project mailing list or to have your questions answered please contact: Noris Bot, P. Eng. Manager, Operations Office Ministry of Transportation Contract Management Operations Branch 2 Floor South, 301 St. Paul Street St. Catharines, Ontario L2R 7R4 Tel.: 905 704 -2463 Fax: 905 704 -2777 E -mail: Noris.Bot @ontario.ca CC: Iris Fawcett, Project Manager, Transportation Policy Branch, Ministry of Transportation August 24, 2009 Mr. Mark McDonald CAO County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 MORRISON HERSHFIELD Re: Notice of Study Commencement for Infrastructure Ontario MTO Highway Service Centres Redevelopment at West Lorne Service Centre Municipality of Dutton /Dunwich, Elgin County Dear Mr. McDonald: The Ministry of Transportation (MTO) is undertaking a Preliminary and Detail Design project for the Redevelopment of the West Lorne Service Centre located on the North side of Highway 401 between Exit 149 and Exit 137, in the Municipality of Dutton /Dunwich, Elgin County. The West Lorne Service Centre is currently closed for redevelopment. The design phase has begun. Tuesday, September 1, 2009 4:OOpm to 8:OOpm Dutton/Dunwich Community Centre 1 Scotland Street Dutton, Ontario NOL 1J0 FIEC,7FIVED AUG 2 7 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES The redevelopment of the service centre will improve road safety by providing a sufficient rest area for travelers; improve the quality of customer service by improving the convenience, accessibility and choice of amenities for travelers; increase the value of these facilities; improve the efficiency of the service centres to reduce pollution and facilitate environmental protection; improve the image of tourism and community development throughout Ontario; facilitate sustainable transportation opportunities; and provide a level of service which achieves provincial transportation objectives. The purpose of this letter is to invite/inform you of a Public Information Centre (PIC) to be held on: This PIC is being held to provide an opportunity for public to review the ministry's recommendations, present their comments and discuss them. Attendees can drop -in to view displays presenting background information, designs, lane closures, and the proposed methods for managing traffic during construction. The study will initially start as a Group 'B' planning project, in accordance with the Class Environmental Assessment for Provincial Transportation Facilities (2000). However, the results of the study may indicate that the redevelopment of this site will have no significant adverse Morrison Hershfield 1 Suite 600, 235 Yorkland Boulevard, Toronto, ON M2J 1T1 Canada 1 Tel 416 499 3110 Fax 416 499 9658 1 morrisonhershfield.com Yours truly, Morrison Hershfield Limited Jim Weir, P. Eng. Project Manager Director of Operations, Transportation Morrison Hershfield Limited Suite 600, 235 Yorkland Blvd. Toronto, Ontario M2J 1T1 Tel.: 416 495 -4283 Fax: 416- 499 -9658 E -mail: JWeir @morrisonhershfield.com 2 environmental effects. In this instance, this project may be "stepped- down" to a Group C project. Group C projects are minor improvements to existing transportation facilities and are considered approved under the Ontario Environmental Assessment Act, subject to compliance with the Class EA and the application of mitigation measures where required. If the ministry proposes a step down, a public notice will be published in local newspapers and a 30 -day review period will come into effect during which affected parties may request this decision to be reconsidered. If the project is completed as a Group B, at the completion of the study, a Transportation Environmental Study Report (TESR) will be made available for public review. A Notice of Study Completion will be published in local papers advising of the locations where the TESR will be available for the 30 day review period. If the project has been stepped down to a Group C, instead of a TESR, an Environmental Screening Document (ESD) will be prepared for public viewing. Your comments will assist MTO in planning the best possible service centre and will be collected in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record. To comment on this project, add your name to the project mailing list or to have your questions answered, please contact the undersigned. In the future, we will only contact those who have requested additional information pertaining to this project. We are interested in hearing any comments or concerns that you may have regarding this project. Comments will be accepted until September 29 2009. To comment on this project, add your name to the project mailing list or to have your questions answered please contact: Noris Bot, P. Eng. Manager, Operations Office Ministry of Transportation Contract Management Operations Branch 2 Floor South, 301 St. Paul Street St. Catharines, Ontario L2R 7R4 Tel.: 905 704 -2463 Fax: 905 704 -2777 E -mail: Noris.Bot @ontario.ca CC: Iris Fawcett, Project Manager, Transportation Policy Branch, Ministry of Transportation Ministry of Municipal Affairs and Housing Office of the Minister 777 Bay Street, 17 Floor Toronto ON M50 2E5 Tel. 418 585 7000 Fax 416 585 6470 www nntnrin ca/M414 Mlnlstere des Affaires municipales et du logement Bureau du ministre 777, rue Bay, 17 etage Toronto ON M5G 2E5 Tel. 416 585 7000 Telec. 416 585 6470 wwwgntarin ra/MAH August 24, 2009 MEMORANDUM TO: All Heads of Council FROM: The Honourable Jim Watson Minister of Municipal Affairs and Housing Ontario 093486 SUBJECT: Provincial Municipal Fiscal and Service Delivery Review Update On October 31, 2008, as the result of the Provincial Municipal Fiscal and Service Delivery Review (PMFSDR), the Province, the Association of Municipalities of Ontario (AMO) and the City of Toronto signed an historic consensus agreement that committed the Province to upload the cost of previously cost shared social benefit programs off the municipal property tax base. I am writing to update you on the progress of implementation of the recommendations that, when fully realized by 2018, will result in an annual net benefit of $1.5 billion for municipalities. Since the consensus agreement was signed, much has changed in the in the global, national and provincial economies, respectively. Yet I am happy to report that the uploads our government committed to are proceeding, based on the agreed -to transfer schedule that is outlined in the consensus report. An early Review outcome was the agreement that municipal costs for the Ontario Disability Support Program (ODSP) and the Ontario Drug Benefit (ODB) program would be uploaded. In 2008, we uploaded 100 per cent of the Ontario Drug Benefit, saving municipalities $158 million. This year, we are in the process of uploading ODSP administration costs, which will save an additional $86 million. In January 2010, when we begin uploading ODSP benefits, municipalities will save $310 million. We will finish the upload In 2011, permanently removing the cost of ODSP from the municipal tax base and saving the municipal sector $340 million. Starting in 2010, the Province will gradually phase in the uploading of costs of the Ontario Works Benefits (Income and Employment Assistance): three per cent in each of 2010 and 2011; the remainder phased -in by instalments to 2018. Upon completion, the estimated savings for municipalities are estimated to be $425 million annually. While the full uploading to the Province will not be completed until 2018, the majority of the costs will be transferred within the next two years. For 2010, the projected municipal savings resulting from the scheduled uploads of social- assistance benefits (i.e., through ODSP and OW) are expected to offset the financial impact of possible increases to social- assistance caseloads associated with the current economic downturn. /2 To Heads of Council 2 Starting in 2012, the Province will also upload municipal costs for court security and for transportation of prisoners. This will be phased in equally over seven years, up to a maximum value of $125 million per year at maturity. In our final consensus report, there were a number of recommendations for further joint work among the partners. The Ministry of Community and Social Services along with other responsible ministries, AMO and the City of Toronto has begun joint processes to discuss issues related to several matters. These include OW administration costs; simplifying and modernizing delivery of income assistance and employment related supports; better integration of Ontario Works, ODSP and Employment Ontario employment services; and working towards consolidating housing and homelessness programs. AMO has identified municipal staff experts from across Ontario to represent the various municipal interests in these discussions. In advance of the 2012 uploading of court security and costs for prisoner transportation, the Ministry of the Attorney General and the Ministry of Community Safety and Correctional Services are working collaboratively with AMO and the City of Toronto to identify costs across the province. In order to properly gauge those costs, a municipal survey will be circulated in the near future to those municipalities that currently have courts within their jurisdictions. This should provide an overall picture of how much is spent on court security. As well, in the 2010 Financial Information Returns (FIRs), my ministry will include questions about court security costs so that we can monitor such costs on an ongoing basis. In addition, there will be joint provincial municipal discussions on developing court security standards, as municipalities continue to deliver the service. AMO and the City of Toronto have identified experts among both municipal staff and police services as representatives. The consensus report also proposed the launch of a joint provincial municipal process to develop options regarding responsibilities and funding arrangements for roads and bridges. Such a process would be based on technical and functional criteria grounded in sound asset management principles. We anticipate that the analysis will inventory assets, classify roads, identify asset management practices and review the Connecting Link program, with a focus on rural and northern communities. This work will put us in a good position to address any remaining issues in subsequent phases at the appropriate time. I know that the municipal sector has nominated its staff experts for this initiative, and that the Ministry of Transportation is working with other ministries to finalize the approach. The Review recommendations focused on issues identified as the highest priorities by the municipal sector. They also recognized challenges in municipal infrastructure challenges with recommendations for municipal asset management plans and public transit. The recommendations also state that municipalities need to increase their investment in municipal infrastructure, in partnership with the provincial and federal governments. /3 To Heads of Council 3 Our government continues to be mindful of your infrastructure pressures and has systematically invested $6.6 billion in municipal infrastructure in the last three years. This includes the $1.1 billion from the Investing in Ontario Act, 2008, which municipalities are using to improve roads and bridges, expand public transit, and build other municipal projects. Furthermore, over $1 billion in new funding was provided for municipal infrastructure in our 2008 budget, with $400 million for municipal roads and bridges, $497 million for public transit in the Greater Toronto Area and Hamilton for Metrolinx projects and other transit priorities, and $100 million to rehabilitate existing units of social housing. Our government is also investing $622 million to match the funding announced in the federal government's 2009 budget, for a combined $1.2 billion for housing. This funding is expected to create 23,000 jobs over the course of the program. With your support, we have repeatedly made the case to the federal government for increased assistance for infrastructure funding. Moreover, we are seeing real results. I would like to thank you for that support and also encourage you to continue allocating some of the savings realized from the uploads to your municipal infrastructure. As we all know, Ontario is facing an economically challenging time. Based on the positive provincial municipal relationship, strengthened during the Provincial Municipal Fiscal and Service Delivery Review, I know that we will collaborate productively to address these economic challenges and to capitalize jointly on emerging opportunities for the benefit of all Ontarians. n erely yours Jim Watson, MPP Minister In the category of Municipal Finance (Population 20,000 or more) Regional Municipality of Durham and the County of Elgin Intermunicipal Partnership Collection of Provincial Offences Act Defaulted Fines Award accepted by Joel Nicholson, Supervisor POA Collections, Region of Durham and Jennifer Ford, Financial Analyst, County of Elgin In early 2007 the Regional Municipality of Durham (Durham) and the Corporation of the County of Elgin (Elgin) held ongoing discussions regarding the prospect of ROD Jennifer Ford, Financial Analyst, County of Elgin and Joel Nicholson, Supervisor POA Collections, Region of Durham performing collection activities on defaulted Provincial Offence Act (POA) fines on behalf of Elgin. Durham was one of the first municipalities in the Province to establish a POA Collections Section and has become well known to the other court jurisdictions across the province for its leading edge collection 6 AMCTO Awards Recognition 2009 technologies, processes, enhanced skip tracing tools and knowledge in civil enforcement activities. From day one, Durham has tried to develop collections systems that take advantage of technology and has shared systems/ processes with any court jurisdiction inclined to take advantage of the knowledge we had developed. The purpose of the Collections Services Agreement between Durham and Elgin was to take advantage more efficient processes for the collections of Elgin's defaulted provincial fines. Due to the unique parameters of the project, in January 2008, Elgin proceeded with a one year trial Intermunicipal agreement with the Region of Durham. Since commencement of the agreement, the Durham's POA Collections Section has integrated its daily business operations with Elgin's and has effectively restructured Elgin's POA collection processes. As a result, the delivery of collection services/ activities is and continues to be seamless for the communities of Durham and Elgin. The business relationship between Durham and Elgin on this initiative is exceptionally unique in the Province of Ontario. The collaborative efforts of both parties have provided an example of best practices in collaboration of an intermunicipal partnership that has delivered significant results. The Project Leaders, Joel Nicholson (Durham) and Jennifer Ford (Elgin) thoroughly discussed processes /procedures in order to identify synergies and areas where new concepts had to be created in order to make the project work. The project had both human and technical components to consider at all stages given our geographical distance. By January 2008, the municipalities had progressed to the point that Durham was actively collecting Elgin's portfolio of defaulted Provincial Offences. In February 2008, Elgin reviewed its internal costs and decided that the general taxpayer should not bear the burden of collection fines that were imposed on those few offenders in default. Elgin approved a by Law that transferred the cost to collect the overdue fines along to the individual users of the service, (the offender whose fine was overdue). Elgin remits payment to Durham for collection services rendered based on a percentage of the offence. This percentage is added to the offence when it is transferred into the collections portfolio. Under Section 391 (1) of the Municipal Act, the County passed a By -Law to add the cost of collecting these fines to each fine as it goes into default. The joint partnership shared between Durham and Elgin have improved operating efficiencies, and generated effectiveness through an alternate service delivery venture. The mutual goal(s) for each municipality was to implement more cost effective ways of providing public service delivery. The focus was aimed to achieve the following: To ensure fiscal responsibility and accountability To forge community partnerships To provide innovative and collaborative quality service To recognize and seize opportunities for improvement Some prospective methods of improving operational efficiencies are: The implementation of a new collection application (DRS) The ability to accept collections payments at multiple locations (Durham and Elgin) To continue to build strong relationships with Area Municipalities (ie: confirmation of assets), Internal department (POA Courts, legal, Provincial Courts are an integral part of the daily processes implements) Improved communications by both telephone electronic means, which continues on a daily basis to provide up to the minute collection services Continue to meet the needs of the communities for each municipality Promote an increase in collections while ensuring justice is being served and while maximizing recoveries There have been no complaints with regards to the changeover from Elgin to Durham and /or from its constituents Durham and Elgin have made great strides, as we are the first municipalities in the province to partner with the intent to deliver a wide range of specialized collection services in this cohesive manner. During the review of the services and financial results of collection activities, Elgin disclosed the following recovery statistics: In 2006 defaulted fine revenue collected totaled $304,000 In 2007 defaulted fine revenue collected totaled $282,000 To the end of 2008, Durham staff has successfully collected approximately $530,000 on behalf of Elgin. This represents an increase in recoveries of 74% over 2006 and 88% over 2007. The significant increase in Elgin's recoveries is Largely due to the administration management of the recovery measures utilized by Durham's Collection team which include: 4,200 collection notices mailed from January 2008 to present of which only 3 notices were for Returned Cheques lJnntcro o 20% of the POA defaulted fines are collected within the same month after issuing 2 collection notices Pursuit of civil enforcement activities by means of Writs /Garnishments. Durham has collected in excess of $138,000 (combined revenue from Writs /Garnishments) and has been successful in the collection of two (2) of Elgin's substantial long- standing and unpaid provincial fines totaling $90,000 The use of third -party Collection Agencies Durham and Elgin have combined their work efforts throughout the project to streamline and ensure the smooth running of processes/ procedures. The Durham team worked diligently to ensure that processes were put in place to support the reporting requirements of everyone involved in the project. The collection agency fees and admin fee By -laws added administrative challenges to the project for both the Durham and Elgin offices, but these were quickly overcome with all parties being able to come up with prompt and innovative solutions to ease the transition in the collection of these extra costs. It is interesting to note that Elgin has chosen to impose a user fee to the offender that is intended to recover the cost of Durham's fee to Elgin. This effectively means that Elgin is not out of pocket for the fees charged by Durham should the fines be fully collected. For the Elgin offenders, the service delivery is seamless. Incoming phone calls to Elgin's Provincial Offences office are easily transferred to Durham's collections department and there have not been any complaints with regards to the changeover. The transfer of information and reporting between sites is timely and efficient. For example, a daily payment report from Elgin is received by Durham via email each morning and the payment transactions and additional costs reports provided by Durham are directly posted into ICON by the County's Provincial Offences office. Durham and Elgin are proud of' their collaborated efforts. In late 2008, Elgin's Council voted to extend the agreement for another five year period. The successful partnership between Durham and Elgin has prompted the interest of other area municipalities to review their current delivery of collection services /activities of defaulted provincial offence within their jurisdiction. Durham intends to pursue opportunities to extend the delivery of its collection services /activities of defaulted Provincial Offences to other municipalities and counties in the hopes of building strong business relationships. AMCTO Awards Recognition 2009 7 E a H V nos U a -c) F22 Cle 2 w v ,y CO 1J c -Y N co ci) (D o E U 0 E c w O a O "0 N N c6 0= A 0 O 4 U Ci Ca n Y CO O U MS 4a cn O O O 0 0. i O 3 fl LO N b�A co a 0 a cu a) 0 E 0 O t CD CD t N V i--15 0 O O s. F•— 0 C4 0 CZ O C a v 0 H N Q a U CO L O (0 t cB C1 0 6 N O O P c H O ci5 1.4 cio A� m w N 0 M 31 2 2 E no H as 0) Co 3 M O In June, over 2,600 individuals in Elgin and St. Thomas were receiving social assistance over 1,000 of these were children. In July the unemployment rate in the London area, including Elgin St. Thomas, was 10.9 This was one of the highest rates in the country*. In real terms, poverty costs every Ontario household between $2,299 and $2,895 each year July 2009 Statistics Canada The Cast of Pavony. An Ann ds of the Economic Cost of Po erty in Ontario, November 2008 Join us on Wednesday, October 14th from 8:30 a.m. to noon at the St. Thomas Seniors Centre, to learn about how you and your organization can participate in a new community initiative looking at a collaborative approach to reducing poverty. Special guest speaker: Hon. Deb Matthews, M.P.P., Minister of Children and Youth Services who will discuss Ontario's Poverty Reduction Strategy and how we can act locally. Continental breakfast and light refreshments will be provided. Please R.S.V.P. by Friday, October 2nd to Erin Woolley by email at ewoolley @stthomasunitedway.ca or by phone at 519 -631 -3171 ELGIN ST.THOMAS PUBLIC HEALTH Community Ulat A special thank you to the generosity of our event sponsors: 0 the co-opt: Mork) A Better Place For You® A United Way initiative funded through the Ontario Trillium Foundation THE ONTARIO TRILLIUM FOUNDATION LA FONDATION TRILLIUM DE L'ONTARIO 0 United Way of Elgin -St. Thomas Ontario Clean Water Agency Agence Ontarienne Des raux August 28, 2009 Mr. Mark McDonald Administrator /Clerk County of Elgin 450 Sunset Dr. St. Thomas, ON N5R 5V1 Re: President and CEO Dante Pontone to leave Ontario Clean Water Agency Dear Mr. McDonald, One Yonge Street, Suite 1700 Toronto Ontario Canada M5a 1E5 TEL: 416 314 5600 FAX: 416 314 8300 www.ocwa.com RECFR .FD SEP U 1 an COUNTY OF ELGIN ADMINISTRATIVE SERVICES On behalf of the Board of Directors, I am writing to inform you that Dante Pontone, President and Chief Executive Officer, will be leaving the Ontario Clean Water Agency effective September 4, 2009. Dante is continuing his career in the Ontario Public Service having accepted a senior role within the Ministry of the Attorney General. Robin Kind, currently OCWA's General Counsel and Secretary to the Board, will act as the Agency's interim President and CEO. The Board is working as quickly as possible to fill the CEO position on a permanent basis. Through this transition, I can assure you that OCWA will continue to provide its full scope of water and wastewater services with no disruption to our clients. OCWA staff, senior management, and the Board of Directors remain actively committed to excellence in delivering to our clients safe, reliable, and cost effective water and wastewater services. We will continue to earn your trust and work in partnership to meet your needs. Sincerely, Michael Garrett Chair, Board of Directors Staff Reports: CLOSED MEETING AGENDA September 15. 2009 1) Municipal Act, Section 240.2 (b) personal matters about an identifiable individual, including municipal or local board employees Appointments to Outside Boards verbal E lgin.ty fax cover DATE: SEPTEMBER 11, 2009 Send to: Warden Warwick and Elgin County Councillors Attention: Office Location: Fax Number: Call Group #'s COMMENTS: By Law: (attached) From: Mark G. McDonald, Chief Administrative Officer mmcdonald ©elgin county.on.ca Office Location: Administrative Services Phone Number: Ext. 161 Number of Pages, Including Cover: 21 URGENT REPLY ASAP PLEASE COMMENT PLEASE REVIEW FOR YOUR INFORMATION Additional Items for Council Agenda of September 15, 2009 Reports of Staff and Council: (attached) 1. Purchasing Coordinator— General Insurance and Risk Management Services Program. 2. Councillor Wilson (Chair) Elgin St. Thomas Public Health Annual Report. Correspondence for Consideration: (attached) 1. Sylvia Hofhuis, Mayor of the Municipality of Central Elgin requesting a leave of absence. By -Law No. 09- 25 Being a By -Law to Authorize the County of Elgin to Enter a Funding Agreement with Her Majesty the Queen in Right of Ontario, as represented by the Minister of Municipal Affairs and Housing, respecting the Infrastructure Stimulus Fund (ISF) THE INFORMATION IN THIS FACSIMILE IS FOR THE NAMED RECIPIENT ONLY. IT MAY CONTAIN INFORMATION THAT IS PRIVILEGED, wrvriunry i 1AL AND EXEMPT FROM DISCLOSURE UNDER APPLICABLE LAW. IF THE READER OF THIS MESSAGE IS NOT THE INTENDED RECIPIENT, OR RESPONSIBLE FOR DELIVERING THE MESSAGE TO THE INTENDED RECIPIENT, ANY DISSEMINATION, DISTRIBUTION OR COPYING OF THIS COMMUNICATION IS STRICTLY PROHIBITED. IF YOU HAVE RECEIVED THIS COMMUNICATION IN ERROR, OR THERE ARE ANY PROBLEMS IN TRANSMISSION, PLEASE NOTIFY US BY TELEPHONE County of Eigin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519 631 -1460 Fax: 519 633 -7661 www.e Igi n -cou nty.on.ca Progressive by Nature ElginC'ounty P:o; *itlm Lj flffi FROM: Sonia Beavers, Purchasing Coordinator DATE: September 15, 2009 SUBJECT: General Insurance and Risk Management Services Program INTRODUCTION: As per Council's resolution on September 23, 2008, Frank Cowan Insurance Company Limited was selected for the provision of General Insurance and Risk Management Services Program for 2008 -2009, for the premium of $237,387 plus taxes commencing November 15, 2008 until November 14, 2009, with an option to renew for up to and including an additional two year term provided that the premium increase did not exceed 10% of the previous years' insurance program, exclusive of any program changes DISCUSSION: REPORT TO COUNTY COUNCIL The contract for the Provision of General Insurance and Risk Management Services Program expires November 14, 2009. Frank Cowan Insurance Company was asked to provide the following: a) an updated /amended General Insurance Program for the County that encompasses all of the assets and requirements of what is currently in place, b) identify options for the overall reduction of premiums while maintaining sufficient insured coverage to the County, c) submit total premium for November 15, 2009 to November 14, 2010, I Proposed 2009 -2010 annual premium 2008 -2009 expiring annualized cost Difference 1 251,934 1 239,157 12,777 approximate 5% increase The proposed changes to the Insurance Program are outlined in Appendix A. Staff has reviewed and have no concern with the changes outlined in Appendix A. 1 Frank Cowan Insurance also submitted three recommendations for consideration that are listed in Appendix B. The recommendations are as follows; a) Crime Insurance Third Party Bond Extension. Our current policy provides sufficient coverage required at this time. b) an optional deductible of $25,000 for Council to consider. If the optional deductible program is adopted, the County would receive a $10,987 credit on the premium. In most years the County has had a claim over their present $10,000 deductible. For example, during 2005 to 2009 there were 22 claims. The deductible totalled $220,000 and the amount paid by the Frank Cowan Company totalled $736,305. If during the same time frame, (2005 -2009 and 22 claims), the deductible had been $25,000 per occurrence, the credit on the premium over the 5 year term would have totalled $54,935, the deductible would have totalled $506,145 and the amount paid by Frank Cowan Company would have been $450,160. Overall the additional costs incurred by the County of Elgin would have been $231,145 over the 5 year term or an unfavourable yearly average of approximately $46,229. c) increase in liability limits from 20M to 25M with respect to the Municipal Liability, Errors and Omissions, Non -Owned Automobile and Owned Automobile policies. The increase in liability limits would require an additional annual premium of $3,733. Approximately 50% of municipalities that are currently insured through Frank Cowan Company are at a $25M liability limit. The high awards are often road related. The latest one was $18 million against MTO. However, even a road liability claim can go against the County if in the statement of claim there is negligence for inspection or design error. As of this date Frank Cowan Company believes there have not been any awards of over $20M except the Walkerton Water Liability Claim. CONCLUSION: Frank Cowan Company has submitted the 2009 -2010 General Insurance and Risk Management Program at the annual rate of $251,934 plus applicable taxes. The program outlines three recommendations; a) Crime Insurance Third Party Bond Extension is not required. The current policy provides sufficient coverage. b) Increase deductible from $10,000 to $25,000 per occurrence. Since the savings over the last five years do not offset the $15,000 increase per occurrence staff recommend the present deductible to remain as is at $10,000. c) Increase liability amount from $20M to $25M. The increase in liability limits from $20M to $25M would require an additional annual premium of $3,733. As of this date Frank Cowan Company believes there have not been any awards of over $20M except for the Walkerton Water Liability Claim. Staff recommend that the present liability limits remain as is at $20M. RECOMMENDATION: THAT Frank Cowan Insurance Company be selected to provide General Insurance and Risk Management Program commencing November 15, 2009 to November 14, 2010 at their proposed annual premium of $251,934 plus applicable taxes, with an option to renew up to including an additional 1 year term provided that the premium increase does not exceed 10% of the previous years' insurance program, exclusive of any program changes, and THAT the Warden and the CAO be directed and authorized to enter into an agreement for the Provision of General Insurance and Risk Management Program. All of which is Respectfully Submitted Sonia Beavers Purchasing Coordinator 'm Bundschuh irector of Financial Services Approved ~a~i ion Mark c Chief Administrative Officer 6) Cowan Frank Cowan Company 2009 Report Attachments CORPORATION OF THE COUNTY OF ELGIN REF: 21575/cg Revised September 8, 2009 CLAIMS EXHIBIT (CONFIDENTIAL) IMPORTANT: This claims report is prepared by Frank Cowan Company Limited (Cowan) for the sole and exclusive use of Cowan, the Insured and, where applicable, their broker and may not be relied upon by any other party. By receipt of this information the Insured and their broker acknowledge their responsibility for keeping this information strictly confidential. Neither Cowan nor its representatives shall be liable, either directly or indirectly, for any loss, damage, injury or costs suffered or incurred by the Insured or any other party arising or alleged to have arisen by the reliance on this report, outside of Cowan. Cowan is not responsible for any changes or alterations to this report from its original form or content. Please be advised that deductibles indicated for sewer backup claims are on a per claimant basis. Therefore, if there are sewer backup claims in this report, you could be responsible for multiple deductibles for those claims, up to the number of claimants. For further information, please refer to your policy. WARNING: Claim reserves by their nature are estimates only and are subject to change. Casualty claims can be complex and can take many years to reach resolution. Over that time it is not unusual for claims costs to escalate, sometimes dramatically, from current estimates. Further, for many reasons liability claims are often reported after a policy year has ended sometimes years later. Therefore, this report is likely not a complete or final view of the ultimate incurred claims for this Insured. CLASSIFICATION OF CLAIM YEAR NUMBER INCURRED AMOUNT 1. Premises and Operations 1999 -2000 4 17,260. Liability 2000 -2001 5 0. 2001 -2002 4 2,421. 2002 -2003 1 0. 2003 -2004 4 35,504. 2004 -2005 1 0. 2005 -2006 4 131,465. 2006 -2007 8 76,558. 2007 -2008 1 15,100. 2008 -2009 2 15,100. TOTAL 34 293,408. 2. Property— Buildings/ 1999 -2000 0 0. Contents 2000 -2001 1 27,417. 2001 -2002 4 165,691. 2002 -2003 2 11,528. 2003 -2004 1 13,145. 2004 -2005 0 0. 2005 -2006 2 45,526. 2006 -2007 3 451,611. 2007 -2008 1 945. 2008 -2009 0 0. TOTAL INCURRED AMOUNT Includes all payments plus outstanding reserves plus expenses, less any deductible applying. Frank Cowan Company 14 715,863. PART A CASUALTY MUNICIPAL LIABILITY 147,228. 156,940. ERRORS AND OMISSIONS 8,235. 8,235. NON -OWNED AUTOMOBILE 250. 250. ENVIRONMENTAL LIABILITY 10,537. 10,537. COMPREHENSIVE CRIME 2,500. 2,500. COUNCILLORS' ACCIDENT 1,199. 1,199. CONFLICT OF INTEREST 540. 540. LEGAL EXPENSE 1,988. 1,988. PART B PROPERTY PROPERTY/DATA PROCESSING EQUIPMENT BREAKDOWN PART C AUTOMOBILE OWNED AUTOMOBILE EXCESS AUTOMOBILE COST ANALYSIS EXPIRING RENEWAL PROGRAM PROGRAM 2008 -2009 TERM 2009 -2010 TERM 54,755. 57,613. 3,531 3,677. 2,060. 2,060. 200. 200. ANNUAL PREMIUM 239,157. 251,934. Frank Cowan Company PLUS APPLICABLE TAXES vrsesizigni PROGRAM SUMMARY SUMMARY OF COVERAGES LIMITS /AMOUNTS Municipal Liability Limit of Protection per occurrence 20,000,000. (No Annual Aggregate Limit) Third Party Claims Deductible including expenses 10,000. Sewer Backup per Claimant Deductible including expenses 10,000. Wrongful Dismissal (legal expense) Limit per claim 100,000. Annual Aggregate Limit 200,000. Deductible 5,000. Malpractice Liability Included Errors and Omissions (Claims Made Form) Limit of Protection per claim 20,000,000. (No Annual Aggregate Limit) Deductible including expenses 10,000. Non -Owned Automobile Limit of Protection per occurrence 20,000,000. (No Annual Aggregate Limit) Legal Liability for Non -Owned Vehicles (S.E.F. No. 94) All Perils Physical Damage Limit 250,000. Deductible 500. Environmental Liability (Claims Made Form) Liability of Protection per claim 2,000,000. Annual Aggregate Limit 4,000,000. Self- Insured Retention 10,000. Comprehensive Crime Commercial Blanket Bond 1,000,000. Money Orders and Counterfeit Paper Currency Included Depositors' Forgery Included Audit Expense 100,000. Money and Securities Blanket any Location 100,000. Excess on Securities 100,000. Computer Fraud or Funds Transfer Fraud 200,000. Frank Cowan Company PROGRAM SUMMARY SUMMARY OF COVERAGES LIMITS /AMOUNT'S Councillors' Accident Warden, Eight Councillors and Five Members of County Land Division Committee Accidental Death Dismemberment (24 Hour Coverage) 100,000. (No Annual Aggregate Limit and No Deductible) Weekly Income Total Disability 500. Weekly Income Partial Disability 250. Municipal Conflict of Interest Percentage of Legal Fees' and Expenses 100% Maximum Limit of Reimbursement per claim 100,000. (No Annual Aggregate Limit) Legal Expense Percentage of Legal Fees and Expenses 100% Maximum Limit of Reimbursement per claim 100,000. Annual Aggregate Limit 250,000. Frank Cowan Company PARIFIllt4PTIOPEE:TM PROGRAM SUMMARY SUMMARY OF COVERAGES LIMITS /AMOUNTS Property Insurance (including Data Processing Insurance) Total Sum Insured 71,076,430. Valuable Papers 1,500,000. Accounts Receivable (other than Data Processing) 500,000. Extra Expense (other than Data Processing) 500,000. Business Interruption Rent or Rental Value Form 500,000. Data Processing System and Equipment 1,156,600. Media 90,500. Extra Expense 50,000. Fine Arts Form 486,330. Residents' Personal Effects 60,000. Exhibition Form As Per Lists Provided Deductible 10,000. Exceptions: Contents of Senior Citizens Drop -In Centre at Terrance Lodge 2,500. With respect to Item No. 10 ONLY: Peril of Flood 250,000. Peril of Earthquake 3% or Minimum 250,000. Data Processing, Fine Arts Form, Residents' Personal Effects and 2,500. Exhibition Form *Note: Please refer to the insurance contract for an itemized list of assets containing specific limits of insurance or that are excluded from the policy. Frank Cowan Company SUMMARY OF COVERAGES LIMITS /AMOUNTS Equipment Breakdown Limit per Accident Comprehensive 50,000,000. Extra Expense 500,000. Spoilage Goods under Refrigeration 50,000. Expediting Expenses Included By -Law Cover Included Errors and Omissions 100,000. Hazardous Substance (including PCB Contamination) 500,000. Ammonia Contamination 500,000. Water Damage 500,000. Professional Fees 500,000. Data Restoration 25,000. Denial of Access 2 Weeks Deductible 10,000. PART C- UTOMOBILB Automobile Fleet Liability Limit 20,000,000. Deductibles All Perils 1,000. 2008 -2009 EXPIRING ANNUALIZED PREMIUM 2009 2010 ANNUAL PREMIUM PROGRAM SUMMARY NOTE: Value Added Risk Management Services are included in the total premium. Frank Cowan Company 10 239,157. 251.934. PLUS APPLICABLE TAXES Please be advised of the following changes to your insurance program that now apply: Crime Policv R es, twat k A CHANGES TO YOUR INSURANCE PROGRAM The Crime package policy has been extended to include a limit of 200,000. for Computer Fraud or Funds Transfer Fraud. Property Policv Property values have been increased in order to reflect inflationary trends. Frank Cowan Company PROGRAM OPTIONS Options are available as outlined below. Please note that in addition to these options, you may also have other exposures that require or may benefit from specific insurance forms, such as: marina liability, aviation liability, etc. Alternate deductibles and limits may also be available. 1. CRIME INSURANCE THIRD PARTY BOND EXTENSION With respect to Crime Insurance, coverage may be extended to include a Third Party Bond Extension. Should this form of coverage be required, please advise us accordingly in order that we may provide you with a cost quotation. 2. SELF INSURANCE DEDUCTIBLE PROGRAMS For comparison purposes we are setting out optional deductible programs that the Insured may wish to consider. CLASSIFICATION PRESENT OPTIONAL CREDITS DEDUCTIBLE DEDUCTIBLE AVAILABLE Municipal Liability 10,000. 25,000. 10,987. Errors Omissions 10,000. 25,000. 577. Environmental Liability 10,000. 25,000. 737. Property 10,000. 25,000. 2,699. Equipment Breakdown 10,000. 25,000. 334. 3. LIABILITY LIMITS To increase the present limit of liability from 20,000,000. to 25,000,000. with respect to the Municipal Liability, Errors Omissions, Non -Owned Automobile and Owned Automobile policies would require an additional annual premium of 3,733. Frank Cowan Company 12 ELGIN 5T. THOMAS PUBLIC HEALTH ELGIN ST. THOMAS PUBLIC HEALTH ANNUAL REPORT TO THE COUNTY OF ELGIN SEPTEMBER 2009 Submitted By: Elgin St. Thomas Public Health INTRODUCTION Annual Report Of Elgin St. Thomas Public Health To County of Elgin September 2009 Elgin St. Thomas Public Health (ESTPH) has much to be proud of in relation to the programs and services it has delivered in Elgin County this year. A snapshot of those programs and services is summarized below. In addition to those specific program highlights, public health launched its first ever accountability framework in the form of a Balanced Scorecard. The Balanced Scorecard initiative helps guide the development and implementation of programs and services by ESTPH. Specific goals, objectives and indicators have been developed to measure success. This initiative was extensive but it will be worth it in the end. Most public health programs and services cannot be delivered well without the significant support of community partners. Our ongoing work with agencies across Elgin County contributes to the work we do in our community and we are grateful for their support, skills, and enthusiasm for public health programming. This year, ESTPH staff have also been busy finalizing the agency's pandemic plan and business continuity plan. Looking forward, this year is likely to be one of the most challenging particularly related to the H1 N1 pandemic announced in June 2009. But, with history as its measure, public health will rise to the occasion. ESTPH has a very dedicated staff and committed Board of Health to ensure its success. HEALTH PROMOTION HIGHLIGHTS In promoting the health of Elgin County residents, the goal of the Health Promotion programs and services is to increase the length and quality of life by reducing sickness and death associated with chronic diseases like cancer and heart disease, injuries and substance abuse and by promoting the health of children, youth and families. Over the past 7 months (Jan 1 to July 31, 2009), our ambitious health promotion staff: Responded to about 7,000 telephone, drop -in and e-mail requests for advice and information, Made almost 1,800 home visits to families with babies and young children, Offered 84 parenting sessions, Gave 106 presentations to school classes and groups in Elgin, reaching about 2,700 people on a variety of topics, Hosted or participated in 74 community events or public displays, Prepared about 50 media communications, including news releases, articles, ads and interviews, Screened about 2,100 children for oral health problems and referred 366 of these children to the Children in Need of Treatment Program, and 2 Under the Smoke Free Ontario Act, conducted 181 inspections /educational visits, investigated 35 complaints, gave 22 written warnings and laid 27 charges. That's on top of many other educational, partnership and advocacy activities, along with the 1,184 hours of service provided by our great volunteers. Y Since January 2009, more than 55 clients have come in for intensive one -on -one smoking cessation counseling. The majority have accepted nicotine replacement therapy as a means to help them quit. Some clients have returned for numerous follow -up consultations. An individual telephone evaluation is currently underway to determine the long -term (i.e. 6 month) quit rates of these clients who received support. In addition, drop -in smoking cessation clinics are now being piloted. So far these clinics have been well attended. A Public health units across Southwestern Ontario invited all elementary schools to submit entries into a shade contest. Schools had to submit photographs of their current schoolyard and plans for increasing shade. In Elgin County, four elementary schools were awarded a total of $4000 to assist them in enhancing schoolyard shade. A Elgin St. Thomas Public Health (ESTPH), with funding from the Ministry of Health Promotion's Stroke Strategy, launched a new program for adults in Elgin County who struggle with maintaining a healthy weight. 'Craving Change' is a unique approach to improving the participant's relationship with food. It is a practical, evidence -based approach that addresses emotional eating. It looks at why it's hard to change our eating patterns, identifies what needs changing, uses a cognitive behavioural approach to making these changes, and shares realistic strategies for relapse prevention. Facilitated by a Public Health Dietitian, the five week series will be held five times in 2009, at four different Elgin County locations. The success of the program is being evaluated. On January 21, 2009 it became illegal to smoke in any motor vehicle when a child under 16 years of age is present. According to the 2007 Canadian Community Health Survey, approximately 47% of youth aged 12 -19 in Elgin County were exposed to second -hand smoke in the vehicle. Elgin St. Thomas Public Health has assisted with the implementation of the Smoke -free Ride Campaign led by the Ontario Lung Association. The new law is enforced by police instead of Health Units. ESTPH has worked closely with the three local police services to provide a coordinated Elgin approach to promotion and enforcement of the new law. "Red Flags" is a reference guide intended to be used by professionals in Elgin County who work with young children and their families. The "Early Identification in Elgin Red Flags for Infant, Toddler and Preschool Children" document has been adapted from similar documents produced by other health units. This document outlines a range of indicators that monitor healthy child development and is intended to assist in the determination of when and where to refer for additional advice, formal assessment and /or treatment. It has been distributed to health professionals in Elgin County. 3 Cooking Clubs offer free cooking classes for parents of children age 0 -6. The sessions are aimed at enhancing cooking and social skills. During each session, participants learn how to: plan and prepare meals, make healthy meals using less expensive, basic, seasonal ingredients, and stretch meals to feed more people. In 2008, ESTPH in partnership with Centre Street Baptist Church, St. Thomas and St. Paul's United Church, Aylmer successfully offered two 4 -week Cooking Club parenting programs. A total of 8 participants completed each program. New for 2009 ESTPH will offer Cooking Clubs once per month on the 2 1%( Tuesday of each month at St. Paul's United Church, St. Thomas. Registration is required. The Opioid Task Force has continued to meet around the issue of Oxycontin /Percocet misuse. This committee will now widen its scope to look at all substances instead of focusing only on opioids. The committee was renamed and became the RAISE Coalition. Many communities including Oxford County, Perth County, and London have similar committees and have created municipal drug strategies. The committee will continue to work on the issue of opioid misuse. One of its first projects will be a campaign to educate parents, grandparents and caregivers on the potential misuse of opioids by youth in their care, when medications are not stored or disposed of properly. RAISE appreciates the support given by County and City Councils. There is considerable interest in supporting local agriculture; however, more opportunities are needed for farmers and food buyers to meet one -on -one to explore opportunities to do business. ESTPH supported such a networking event for farmers interested in selling to local food markets and for chefs, retailer, distributors and food service providers looking to offer more local choices. A hair salon campaign "Be a Breast Friend" was piloted in the spring of 2009. This was a joint initiative by 10 southwestern public health units. Ten Elgin hair stylists were asked to share breast health information with their clients. The campaign is currently being evaluated. As a member of Active Elgin, ESTPH participated in the preparation of a successful 24 -month trillium grant application to continue to improve upon the work of the Active Elgin Coalition. This will include development of an inventory of unstructured play areas (e.g. parks, green space, baseball diamonds, and soccer fields), and addition of a new function of the web that allows the user to locate accessible programs and facilities. All the information collected in year 1 will be mapped on a user friendly interactive map. In year 2 of the project, a second layer on the map that locates regional and local trails will be added. The Children in Need of (Dental) Treatment (CINOT) program has been expanded by the Ministry of Health Promotion. The program coverage has been extended to up to 18 years of age (from up to 13 years of age). In 2009, the Ministry will provide 100% of the treatment costs; however, in 2010, the expanded portion of the program will be cost shared with municipalities. The CINOT program is available to those children /youth who have urgent dental treatment needs and whose family cannot 4 afford the treatment and do not receive dental benefits through insurance or Ontario Works. Elgin's CINOT expansion allocation for 2009 is $63,773. HEALTH PROTECTION HIGHLIGHTS The goal of Health Protection programs is to reduce or eliminate infectious diseases. Infectious diseases represent constant new challenges to public health's role as new organisms emerge as causes of disease. Surveillance, case finding, contact tracing, immunization, infection control and risk assessment are all important components in controlling infectious diseases. Specific programs are directed at controlling the potential for infectious disease in food and water. In addition, programs are directed at specific disease control requirements for tuberculosis, rabies, vaccine preventable diseases, and sexually transmitted diseases including AIDS. Infection Control defines requirements for assuring that effective infection control techniques are in place in institutions, day cares and personal service settings. Sexual health programs are directed at decreasing the rate of teenage pregnancy, increasing access to contraception for those who have need, and increasing the awareness and knowledge about personal responsibility and life skills required to deal with sexual relationships. In the past year, the Health Protection staff has provided a number of program and service activities to address situations that pose a threat to the health of the people of St. Thomas and Elgin County. These activities include: The declaration of a global H1N1 Influenza Pandemic on June 11, 2009. Planning and preparation to manage a potential second wave of illness has been extensive over the summer months. This planning includes issues such as surveillance, immunization, communication, assessment and treatment, community control measures, training and business continuity; Providing over 5700 doses of influenza vaccine to residents of St. Thomas and Elgin County at 10 community clinics held in the fall of 2008; Providing active surveillance for evidence of West Nile Virus activity in adult mosquitoes and humans that would potentially trigger a need for adulticiding or increased larviciding; Coordinating a larviciding program in St. Thomas and Aylmer in July and August 2009; Initiating the development of a program of inspection of small non municipal drinking water systems in Elgin County following the download of the responsibility to Health Units in December 2008; Issuing Drinking Water Advisories and Boil Water Advisories as appropriate in response to reports of adverse drinking water; Responding to water sample reports indicating high levels of bacteria at some Elgin County beaches and communicating to the public the potential health risks associated with swimming in these recreational waters; investigating 31 outbreaks of infectious disease affecting hundreds of staff and residents of long term care facilities, hospitals and child care settings in 2008; 5 Implementing Hedgehog, a new reporting system for public health inspectors in response to Ministry funding for the system; Ensuring food premise operators as defined under the Food Premise Regulations are in compliance with accepted public health practices for food handling; Reaching a 93% completion rate for three inspections for the 67 high risk food premises; a 98% completion rate for two inspections for the 165 medium risk food premises; and a 90% completion rate for one inspection for the 257 low risk food premises in Elgin County; Participating in preliminary planning for the 2010 Ontario Plowing Match; Providing clinical services to 375 individuals attending Sexual Health Clinics, and to 390 individuals attending Sexually Transmitted Infections Clinics; Working with local agencies in developing policies and procedures regarding safe disposal of needles and other biohazards for the purpose of protecting staff and patrons from needlestick injuries: Investigating 285 animal bite cases in 2008, some being high profile in regards to public attention, and issuing rabies post exposure treatment to 35 people in 2008; Promoting and administering non mandatory but publicly funded Hepatitis B and Meningococcal Meningitis vaccine for students in Grade 7 and Human Papillomavirus (HPV) for female students in Grade 8. Providing a Mumps Catch -Up Campaign for post secondary aged adults who had not received two doses of vaccine in their lifetime; Immunizing 700 individuals at the weekly immunization clinics held at the Health Unit office in St. Thomas and the monthly clinic held in Aylmer; Issuing six Extreme Cold Temperature Alerts in the winter of 2008 and no extreme heat alerts in the summer of 2009. 6 To the Warden and members of Council, RECEIVED SEP 0 9 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICE Sept 1, 2009 I am asking for a leave of absence for an undisclosed length of time due to health reasons. Hopefully I will be back by the end of Sept, early Oct. Any longer and I will discuss my options with Mark and the Warden. Thank you all so much for your cards and support. ayor Sylvia Ho 'uis COUNTY OF ELGIN By -Law No. 09 -25 "A BY -LAW TO AUTHORIZE THE COUNTY OF ELGIN TO ENTER A FUNDING AGREEMENT WITH HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO, AS REPRESENTED BY THE MINISTER OF MUNICIPAL AFFAIRS AND HOUSING, RESPECTING THE INFRASTRUCTURE STIMULUS FUND (ISFI" WHEREAS the Corporation of the County of Elgin has applied for and was granted funding towards the Rehabilitation of Calton Line under the Infrastructure Stimulus Fund (ISF); and WHEREAS funds have been allocated in the amount of $1,373,334.00; and WHEREAS the Corporation of the County deems it expedient to enter into a funding agreement with Her Majesty the Queen in Right of Ontario as represented by the Minister of Municipal Affairs and Housing in connection with the Infrastructure Stimulus Fund (ISF); and NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin hereby enacts as follows: 1. THAT the Warden and the Chief Administrative Officer are hereby authorized to sign a funding agreement, under certain terms and conditions, between the County of Elgin and Her Majesty the Queen in Right of Ontario, as represented by the Minister of Municipal Affairs and Housing, respecting the Infrastructure Stimulus Fund (ISF). READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 15 DAY OF SEPTEMBER 2009. Mark G. McDonald, Graham Warwick, Chief Administrative Officer. Warden. i . Tourism Development Strategy and Marketing Plan Final Report ~ August 2009 ~.~' ~,~ ~,~< 9~ { ,: t1~ The City of St. Thomas S millierdickinsonblais~. Table of Contents Executive Summary ...................................................................................... 4 Tourism Development Strategy ................................................................5 Tourism Marketing Plan ...........................................................................6 Background +Approach ............................................................................... 8 The Provincial Tourism Industry ................................................................ 10 Key Trends ..........................................................................................10 Ontario's Tourism Competitiveness Study ................................................22 Elgin/St. Thomas Tourism Performance ..................................................... 27 Key Trends ..........................................................................................27 Tourism Destination Framework Report ...................................................36 Stakeholder Consultations .....................................................................39 SWOT Assessment ...................................................................................... 44 Strengths ............................................................................................ 44 Weaknesses ........................................................................................ 47 Opportunities ....................................................................................... 48 Threats ............................................................................................... 50 Elgin/St. Thomas Tourism Development Strategy ...................................... 51 Strategy + Actions ..................................................................................... 53 Goali -Building on Our Strengths .......................................................... 53 Goal 2 -Enhancing Our Potential ........................................................... 55 Goal 3 -Putting the Tools in Place ......................................................... 58 Implementation Matrix .............................................................................. 61 Tourism Marketing Premise and Purpose ................................................... 65 Tourism Marketing Goals and Objectives ................................................... 65 1. Increase the Amount of People that Vis1t Elgin County ........................ 66 2. Increase the Length of Time that Visitors stay in Elgin County ............. 66 3. Increase the Amount of Money that Visitors spend in Elgin County....... 66 Alignment of Goals ............................................................................... 66 Tourism Product Asset Analysis ................................................................. 67 Product by Communlty .......................................................................... 67 Product by Category ............................................................................. 68 Product by Type ................................................................................... 68 Accommodations by Type ...................................................................... 69 Product by Target Tourist ...................................................................... 70 Product by Cost Perception .................................................................... 70 Product by Geographic Distribution ......................................................... 71 Marketing Approach ................................................................................... 72 Elgin/St. Thomas Tourism Development and Marketing Plan 2 ~ P a g e ~faCt.o~' millierdickinsonblais~. Primary Lure Attractions ............................................................................ 73 Elgin County Culinary Trail ....................................................................74 Ports of Elgin County ............................................................................78 Railway Capital of Canada .....................................................................83 General Tourism Attraction ........................................................................ 87 Partnership Program .................................................................................. 95 Partner Overview .................................................................................95 Tourism Marketing Tactics ......................................................................... 99 Interactive Website ..............................................................................99 Online Marketing ................................................................................ 106 Advertlsi ng ........................................................................................ 107 Printed Material: Brochures ................................................................. 107 Printed Material: Direct Mail ................................................................. 108 Tourism Kiosks .................................................................................. 108 Events .............................................................................................. 108 Tradeshows ....................................................................................... 109 Signage ............................................................................................ 109 Tourism Member Services ................................................................... 109 Tourism Marketing Management .............................................................. 110 Partners and Alliances ......................................................................... 110 Revenue Generation ........................................................................... 110 Human Resources ........:..................................................................... 110 60 Month Activity Overview ..................................................................... 111 Budget ..................................................................................................... 113 Measuring Performance ........................................................................... 115 Measuring Performance ........................................................................... 115 Review and Modification .......................................................................... 115 Conclusion ................................................................................................ 115 Appendix I -Community Survey Results .................................................. 116 Appendix II -Results of County of Elgin Focus Group Highlights ............. 120 Appendix III -Tourism Practices in other Ontario Counties .................... 122 Appendix IV: Product Inventory ............................................................... 125 Appendix V: Trends in Social Media (Web 2.0) Tourism ........................... 132 Appendix VI: Website Competitive Analysis ............................................. 137 Elgin/St. Thomas Tourism Development and Marketing Plan 3 ~ P a g e ~f~CtOl" millierdickinsonblais~. Executive Summary The Tourism Development Strategy and Marketing Plan for the County of Elgin and City of St. Thomas is presented as a blueprint to provide strategic direction for the development of the Elgin/St. Thomas tourism industry and outlines new and creative marketing activities over the next five year period. This plan will assist in the growth and advancement of tourism in Elgin/St. Thomas by providing the vehicles to create employment, Increase profile and awareness of local tourism opportunities and generate a new era of prosperity for the County and the City of St. Thomas. Elgin/St. Thomas has recognized the value of tourism as a strong economic generator for the area and has chosen the perfect time to initiate a plan that will see it become a vital contributor to this changing and growing sector of the provincial economy. Elgin/St. Thomas have been carefully developing its tourism assets in recent years, establishing strategic partnerships and alliances, while staying mindful of the true culture and history of the area and respecting the environment and Its natural assets. The area has a myriad of natural resources, hard working and committed people and an enviable geographic location on Lake Erle. It is an area filled with tremendous potential and has everything necessary to be a winner in the tourism market of Ontario. While the area has a great deal in its favour, it has not fully developed its tourism offerings, or developed a targeted approach to its marketing and promotional efforts. This is fortunate in many ways given the changes in the global economy and the factors likely to influence the tourism industry in Canada in the future. With a new emerging tourism industry, Elgin/St. Thomas is exceptionally well positioned to take full advantage of Ontario's `new' tourist and the exciting and innovative ways that have emerged to promote the potential of the region. This report offers Elgin/St. Thomas two component on which to base its marketing and promotional efforts: 1. A Tourism Development Strategy 2. A Tourism Marketing Plan Elgin/St. Thomas Tourism Development and Marketing Plan 4 ~ P a g e f~1Ct o1~ millierdickinsonblais~. Tourism Development Strategy To complete the Tourism Development Strategy, a comprehensive process of research and consultation, combined with a thorough assessment of the area's strengths, weaknesses, opportunities and threats was completed. This in turn led to the development of a strategic plan. This plan is comprised of three primary goals for Elgin/St. Thomas: 1. Building on Our Strengths This goal speaks to the tremendous tourism assets that Elgin/St. Thomas has, and how to build on these assets to develop the area as a primary tourism destination of choice for travellers. The objectives include: • Enhanced heritage and cultural asset development • Development of new agri-tourism opportunities in response to recent trends for this type of experience • Expansion of the potential for water-based activities and water themed developments 2. Enhancing Our Potential Elgin/St. Thomas together with its tourism partners needs to ensure that it is market ready for Investment and growth and develop programs and initiatives that will enhance its tourism offerings. Objectives in creating a more finely tuned product include: • Increasing product development efforts through increased investment opportunities and alliances, major product development in the area of events and attractions, and Initiatives to ensure Elgin/St. Thomas is ready with an impressive well developed selection of tourism options for potential visitors. • Building capacity amongst tourism industry partners by being the catalyst for new tourism Initiatives as well as champion efforts for much needed Infrastructure in the area Including accommodations. 3. Putting the Tools in Place This goal is very important to the process as it lays the foundation for success in all tourism Initiatives. The objectives include: • Taking a lead role in identifying sustainable funding sources • Pursuing partnership opportunities which will enhance the potential for Elgin/St. Thomas • Establishing a process to track the success of the new tourism initiatives for the area and respond to changes This report endorses that there are exceptional tourism opportunities for Elgin/St. Thomas and lays the foundation for the County to realize its vision of tourism excellence with a unique mix of cultural, recreational and rural experiences. Elgin/St. Thomas Tourism Development and Marketing Plan 5 ~ P a g e ~~aCt01 miilierdickinsonblais~ Tourism Marketing Plan The purpose of the marketing plan is to define the marketing goals, programs and actionable tactics that need to be implemented in order to effectively increase tourism In Elgin County/St. Thomas. The premise of all marketing activities described herein is to promote tourism by: Positioning E/gin County/St. Thomas as a tourism destination and making residents, prospective and current visitors aware of the vast array of things to do and places to stay. Specifically, the marketing strategy is focused on achieving the following 3 goals: 1. Increase the amount of people that visit, 2. Increase the length of time that visitors stay, 3. Increase the amount of money that visitors spend. The goals of the tourism marketing strategy are aligned with the goals of the overall Tourism Development Strategy. A tourism asset analysis revealed an extensive quantity of tourism product is available at various quality stages, suitable for a variety of target audiences and spread out over the entire County. This product is available and ready to be promoted. As such, the premise of the marketing approach is to: "Promote what we have". This will be achieved through the implementation and ongoing management of the following 3 programs: 1. Primary Lure Attractions, including: • Elgin County Culinary Trail • Ports of Elgin County • Railway Capital of Canada 2. General Tourism Attraction, including: • 3 generic marketing themes, such as "Summer in Elgin County" • 13 niche marketing themes, such as °Touring Elgin County" 3. Partners, including: • Tourism Services Members • Network Development Elgin/St. Thomas Tourism Development and Marketing Plan 6 ~ P a g e ~f~dCa01' S millierdickinsonblais~. An integrated set of marketing tactics will be required to achieve these goals. The marketing tactics include: • The development and ongoing enhancement of an interactive website • Online marketing to increase traffic to the website year over year • Printed material and distribution through various channels • Advertising campaigns • Improved branding of tourism kiosks • Events support • Strategic tradeshow participation • Increased directlonai signage throughout the County/St. Thomas • Member services Due to the costs of media and advertising we recommend the development of strategic partnerships to share costs and conduct joint marketing where possible. We also recommend the review of the tourism services program, including the consideration to increase revenue generated through the implementation of tiered tourism memberships, and the provision of new advertising and sponsorship opportunities to operators. By 2011, we anticipate that it will be necessary to hire an additional full-time person to manage the demands of the marketing program. The budget developed to achieve the goals set out requires a 2010 commitment of $110,660 for St. Thomas and $165,990 for Elgin County. Tracking of key performance indicators, such as website visitors, number of visitors, length of stay and dollars spent will continue to provide insight into the success of the program and provide valuable data for adjusting the marketing strategy year over year. The County of Elgin and St. Thomas have an exceptional opportunity to develop and expand the local tourism Industry. This plan provides a guide for starting this work. We recommend that it is endorsed by Council. Elgin/St. Thomas Tourism Development and Marketing Plan 7 ~ P a g e ~facto3' S millierdickinsonblais~,< Background + Approach Elgin/St. Thomas has Identified tourism as a potential economic generator for the area and is eager to develop strategies, which will guide them to new opportunities and enhancement of existing assets. Current market research confirms that there are tremendous opportunities associated with tourism development in Elgin/St. Thomas and many challenges waiting to be turned Into opportunities. This strategy addresses both. Furthermore, it provides the tools upon which the tourism sector will build competitive advantages through program innovation and the development of a new generation of tourism experiences that will attract new and repeat visitors. In this respect, it is important to maintain and celebrate Elgin/St. Thomas' history and preserve its environmental Integrity. To build a competitive advantage, however, government and industry must work together, to make difficult choices and focus on those priorities with the most potential to enhance an already growing industry. This document sets the strategic direction -one which will position the tourism industry in Elgin/St. Thomas to generate business by building a competitive advantage in its target markets. How will the Elgin/St. Thomas vision be realized? • By, putting products and services in place that help to distribute visitors throughout the province year round; • By working hand in hand with industry to develop market-ready products that meet and exceed consumer expectations; • By working with the Province of Ontario to strengthen the County's reputation as a visitor destination; • By working towards improving its positioning in external markets; • By creating innovative marketing campaigns that dominate the regional market year- round; • By enhancing its image in the eyes of those who live in the County and visitors alike; • By using leading edge technology to attract new visitors; • By working to enhance its tourism and community infrastructure; and • By embracing partnerships and strategic alliances and strengthen the Tines of communication with Industry. Milker Dickinson Blais together with Yfactor was contracted by Elgin/St. Thomas to prepare a Tourism Development Strategy and Marketing Plan to serve as a guide for the next five years with measurable actions leading to enhanced visitation and new product development and thereby strengthening the Industry as an economic generator for the area. ElginJSt. Thomas Tourism Development and Marketing Plan 8 ~ P a g e ~~a Ct01 S millierdickinsonblais~ The overall objectives for the County's Tourism Development Strategy and Marketing Plan are: To provide Elgin/St. Thomas with clear, results driven direction and goals to develop unified destination marketing and industry development activities to sustain and manage future tourism Industry growth through to 2014; and To provide Elgin County's new Community and Cultural Services Department which is also responsible for delivering tourism services for St. Thomas, with a detailed implementation plan, with clear cost estimates that will enable the County to take advantage of identified local, regional, national and global opportunities that will attract and retain tourism Investment, create employment, diversify the economy and broaden the tax base. The team's approach to the creation of this tourism development strategy and marketing plan incorporates the following components over two phases: Section I of the report is comprised of: • A background and literature review which allowed the team to consider previous studies and historic data as well as consider local trends and statistics in comparison with the province of Ontario and other destinations of similar characteristics; • A stakeholder consultation process in the form of focus groups, stakeholder interviews and on-line surveys giving the team an informed perspective on local issues and opinions; • A SWOT Assessment (Strengths, Weaknesses, Opportunities and Threats) to define the level of readiness for tourism development; • Investment opportunity identification process to identify and evaluate a number of specific Investment opportunities in Elgin/St. Thomas; and; • Strategic plan development. Section II of the report is comprised of: • The goals and objectives of a marketing plan; • The programs and tactics that will lead to an increase in tourism in Elgin/St. Thomas; and • An action plan including an implementation schedule and budget to deliver the identified strategic Initiatives. The resulting Tourism Development Strategy and Marketing Plan lays the foundation for Elgin/St. Thomas to develop to Its full potential as a visitor and tourism destination and defines solid and measurable strategies to grow the Industry to Its maximum potential. Elgin/St. Thomas Tourism Development and Marketing Plan 9 ~ P a g e ~~~f~~Ctn~ S millierdickinsonblais~ L a 0 v 0 L H U E~J The Provincial Tourism Industry Key Trends There are several trends influencing the shape of the tourism industry in Canada and Ontario today. Travellers are increasingly more educated and sophisticated, environmentally conscious, and interested in unique, experience based travel opportunities. As well, growing global affluence and an aging population has presented new challenges in marketing destinations. External factors including Increased technology are changing the business environment in which operators must work, as travellers can easily research and share information over the Internet. Most recently, the global economic downturn has put further pressure on the industry, affecting business and leisure trips alike. These general trends suggest that the tourism industry is shifting away from a reliance on traditional products and marketing methods. Market share is being lost to emerging destinations, while travellers are becoming demographically more diverse and more careful about their vacation or travel choices. The constantly evolving traveller and changing market conditions place paramount importance on having a high quality and unique product to meet the changing demands. • Key drivers influencing the global tourism industry: • Increased global disposable incomes -several countries are exhibiting growing middle classes • Increasing traveller preference for exotic locations • Increased air access • Aging population -the population is aging with Increasing levels of disposable income • Technology -increases access to new markets and allows for travellers to become more informed • Increasing environmental awareness -travellers are increasingly concerned with their ecological footprints • Economic downtown -influences decisions about destinations, trip duration, and timing Elgin/St. Thomas Tourism Development and Marketing Plan 10 ~ P a g e ffaCtn~~ S millierdickinsonblais~. Impact on Canadian tourism industry: • Increased competition between interchangeable domestic/international destinations • Traditional destinations becoming less popular • Decreased consumer/business spending on travel • Forecasted labour shortage for a sector with high turnover rates • Growing opportunity for destinations to attract visitors from a wider range of areas • Increased demand for new and unique travel experiences • `Niche' products targeted at specific consumers are becoming increasingly popular • Growing pressure to make the Industry more environmentally sustainable • Increased need for investment in tourism infrastructure With the U.S. still comprises a significant proportion of visitors to Canada, figure 1 provides further understanding of the general impressions of U.S. visitors to Canada. These results have a direct Impact on the market development and competitive positioning of Elgin/St. Thomas, particularly as it relates to the development of historical and cultural attractions and local Iifestyie offerings that would appeal to U.S. visitors. Figure 1 -Product Strengths + Weaknesses Map Elgin/St. Thomas Tourism Development and Marketing Plan li ~ P a g e ~faCtOl' Source: Canadian Tourism Commission, Global Tourism Watch - US Findings, 2007 s millierdickinsonblais~. Key Drivers influencing the Ontario market: • Inbound travel is expected to grow 1-2% per year to 2012, outbound to grow 5-7%1 • Canadians are taking less vacation timez • Ontario travellers are increasingly educated; 29% have a university degree3 • Largest growth in visitors Is from India (+75.4%) and Spain (+64.7%) since 20044 • International arrivals increasing from Mexico, Australia, South Korea (2.7-15.6%)5 • Decreasing market from US, UK, Germany, France, Japan and China (0.8-18.7%}6 • Visitors age 45+ comprise 50% of tourists, age 55+ comprise 32% (average age 41.3) • Share of tourist visits by seasono o Summer (40%) o Winter (13%) o Spring (28%) o Fall (20%) • American tourists see Canada as `safe' and `boring' • Increase in shared ownership of recreational real-estate products in traditional tourist destinationslo Impacts on Ontario tourism: • Tourism deficit in Ontario • More demand for unique and exciting experience based travel opportunities to maximize vacation time • Shorter vacations mean Ontarians may favour staying within the province • Ontario has an opportunity to attract a wider range of visitors (i.e. market the natural beauty to `overpopulated' nations) • Arts, culture, and events have become unique destination draws • A significant portion of the market will need to shift to meet demands of dominant age demographic (age 45+) • Shared-ownership adds alternative lodging options and increased vibrancy to area making it more attractive to tourists Not surprisingly, Ontario is experiencing the same type of decline as other more traditional tourist destinations, with emerging markets accounting for a greater proportion of travel destinations. Increasingly, Ontarians are seeking an external travel opportunity, which represents a market of 3.3 million people and an estimated $4.53 billion. Inbound travellers do not offset outbound travellers, a trend that is expected to continue through 2012. The ' Ontario Ministry of Tourism, Tourism Outlook, 2008 ~ CBC, Canadians are Vacation Deprived, 2006 ' Deloitte &Touche LLP, Global Tourism Opportunities Research Study, 2009 Ibid s Ibid ° Ibid ~ stabstlcs Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 s Deloitte &Touche LLP, Global Tourism Opportunities Research Study, 2009 9 Deloitte &Touche LLP, Ontario Tourism Product Assessment Research Study, 2009 io IiLT Advisory, Ontario Tourism Investment Attraction Research Study, 2009 Elgin/St. Thomas Tourism Development and Marketing Plan 12 ~ P a g e QFf~1ClOI S millierdickinsonblais~. Province has realized the need to offset this deficit by encouraging the development of new and exciting tourism opportunities that will meet the needs of a changing market. Given the level of diversity of tourism products across the province, there is no `one size fits all' marketing strategy to accomplish this. Who is the Tourism Customer? Total person visits to Ontario Increased by approximately 1.3% from 2006 to 2007, with visitors from within Ontario driving the growth (4.7% growth from 2006 to 2007). The following figure shows the proportion of Ontario's visitors by their origins. Figure 2 -Visitors by OntarioVisitors by Origin, 2007 po Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 U.S. and overseas visitors accounted for 16.4% of total visits to Ontario in 2007, down from 19.1% in 2006, with U.S, visitors dropping 20% from 2006. Much of the decline in same- day visits from Americans could be attributed to the increased strength of the Canadian currency against the American dollar in 2007, which would directly impact U.S. travellers looking to shop in Canada. Historically, the SARS epidemic in Toronto and the perception and reality of border crossing delays coupled with increasing security issues (e.g. need for a passport) have continued to negatively impact the number of travellers coming from the U.S.into Ontario and Canada. Elgin/St. Thomas Tourism Development and Marketing Plan 13 ~ P a g e faCt01 •On~eno •ether Canada ®US. •OVerseas S millierdickinsonblais~. Figure 3 below provides a summary of the 2007 data regarding Ontario Visitors. Figure 3 -Visitor Characteristics Ontario Summary Visitor Characteristics Factor 2007 Avera e Household Part Size Total Persons 1.4 Avera e Visitor A e Total rs 43.4 Avera e len th of Sta Total Ni hts 3.2 Avera e Visitor S endin Total erson 165 Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Household party size remained fairly consistent between 2006 and 2007, with the largest average party sizes originating from the U.S. The highest proportions of Adult only' household party sizes are those originating from overseas. The following figure summarizes the 2007 data on household party sizes and composition. Figure 4 -Party Size and Composition Ontario Person Visits: Household Part Size and Com osition 2007 Total Visits Overni ht Visits Origin Avg Party Part Com osition Avg Party Party Com osition Size Adults Onl w/ Kids Size Adults Onl w/ Kids Total 1.4 79% 21% 1.4 80% 20% Canada 1.3 79% 21% 1.3 79% 21% Ontario 1.3 78% 22% 1.3 79% 21% U.S. 2.0 90% 10% 2.0 89% 11% Overseas 1.6 94% 6% 1.6 94% 6% Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 The average age of travellers remained fairly consistent, with a 0.3 year increase in average age from 2006 to 2007. The youngest overnight travellers would appear to originate from the U.S. Figure 5 summarizes the 2007 age statistics for total and overnight visitors to Ontario. Elgin/St. Thomas Tourism Development and Marketing Plan 14 ~ P a g e ~~faCtOl- miilierdickinsonblais~ Figure S -Travellers Age Ontario, Person Visits: Travellers Aqe 2007 Age Group Total Canada Ontario U.S. (OOOs) Total Overni ht Total Overni ht Total Overni ht Total Overni ht Under 15 699 667 N/A N/A N/A N/A 582 562 Years 15-24 (18-24 13,484 6,726 12,969 6,250 12,395 5,812 352 328 for Canada 25-24 17,832 8,335 16,881 7,454 15,922 6,709 623 584 35-44 18,528 7,797 17,006 6,441 16,009 5,780 1,124 1,003 45-54 19,272 7,910 17,501 6,344 16,429 5,575 1,360 1,199 55-64 14,734 6,407 12,964 4,767 12,156 4,155 1,344 1,243 65+ 11,681 4,510 10,210 3,190 9,768 2,897 1,223 1,092 Age not 8 558 629 0 0 0 0 8,454 555 stated , Average 43.4 41.7 43.4 41.7 43.4 41.7 41.9 41.4 A e Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 The average length of stay has remained consistent in all categories with only a 0.1 deviation from the previous year. Overall, the number of person nights grew 1.4% from 2006. Figure 6 summarizes the number of person nights and the average length of stay for all vlsltor origin categories in 2006 to 2007. Elgin/St. Thomas Tourism Development and Marketing Plan 15 ~ P a g e faCt01 S millierdicltinsonblais~. Figure 6 -Average Length of Stay Ontario, Total Nights Spent: Average Length of Stav 2006 2007 Origin Person nights OOOs Avg, length of stay (nights) -total overnight visitors Person nights OOOs Avg. length of stay (nights) -total overnight visitors Total 100.0% 3.2 100.0% 3.2 Ontario 55.5% 2.5 55.9% 2.5 Other Canada 10.3% 4.1 11.0% 4.2 U.S. 18.1% 3.5 17.3% 3.6 Overseas 16.2% 11 15.8% 10.9 Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 What are they doing? In 2006, the activities most likely to engage visitors to the province was visiting friends/relatives or outdoor pursuits, accounting for approximately 30.4% and 20.6% of all visitor activity, respectively. Participating in outdoor activities accounted for 44.9% of total visits in 2007; however, visiting friends/relatives was not accounted for in that year's survey. Several other categories were also unaccounted for, making proportional comparison between years difficult. Figure 7 summarizes the activity participation rates for each activity listed in 2006. Figure 7 Ontario Visitor Activity Participation Rate, 2006 ®Vlsit Friends(RelaFVes e Cutoml Activity (Festivals/Fairs, PeROrmances, Museums/Art Galleries, fllstoric5ltes) ® En[ertainmenl (zoos/aquariums/Botanical Gardens, Sporting Evens, Casinos, Theme Parks, Oars/Nightclubs) e Shopping/Slghtseetng ® Natl./Provincial Nature parks e Anyou[tloor/sports activity ~Le. Boating, GolFing, Fishing. Hunting, Skiing/Snowboarding) Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Elgin/St. Thomas Tourism Development and Marketing Plan 16 ~ P a g e faCtOl' S millierdickinsonblais~ When comparing several activities by participation, several significant findings emerge: • Total visits increased from 2006-07 in: o Festival/Fairs (39%) o Museums/Art galleries (5.2%) o Zoos/Aquariums/Botanical gardens (82.6%) o Theme parks (78.9%) o Historic Sites (67.3%) o Boating (138.8%) o Golfing (4.3%) o Downhill Skiing/Snowboarding (486.4%) • Visitor origin data remains fairly consistent between 2006 and 2007 with domestic (within Canada) travellers accounting for the majority of activity participation. • Provincial/National park and outdoor/sports activities categories accounted for the highest numbers of non-domestic activity participation in 2007. • However, non-domestic tourist activity participation in 2006 was dominated by shopping activity. A direct comparison is difficult as this data was not collected in 2007. • In both years, outdoor activities were the most frequent pursuit for tourists from other parts of Canada. • The most recent data suggests that the majority of non-domestic travellers prefer Ontario's outdoor activity, cultural heritage, and natural beauty advantages. Had shopping activity participation data been collected for 2007, participation could have decreased based on Canadian currency strength. The Impact of Tourism Spending Warren Jesti, Senior Vice-President and Chief Economist of Scotiabank Group has been quoted as saying that tourism is one of the pillars of the Ontario economy and contributes more to provincial Gross Domestic Product than the entire primary sector, Including forestry and mining. In 2007, Ontario's tourism receipts equalled $22.1 billion. The sector livelihood. Elgin/St. Thomas Tourism Development and Marketing Plan 17 ~ P a g e ifs CtOI~ S millierdickinsonblaisv,~. Dollars spent developing tourist attractions have significant Impact on other aspects of a local or provincial economy. Tourism generates significant employment for new entrants to the workforce and is the number one employer of young people in the Province. With nearly 200,000 people directly employed in the tourism sector in the province, Ontario`s Ministry of Tourism estimates that every $1 million spent by visitors to Ontario creates about 14 jobs and generates $553,400 in wages and salaries in the province. Visitor spending from all categories, except travellers of U.S. origin remained similar between 2006 and 2007. The strongest growth in visitor spending was from other Canadians, with total spending Increasing by 14.4%, resulting in an increase in average spending per person of $31. Visitors from Ontario accounted for growth in total spending of 1.7%, with an increase of average spending per person of $4. Overall, the impact of Ontario's visitors on the province's economy remains positive. There are two main indicators used to measure the economic impact of tourism -tourism receipts and visitor spending. Tourism receipts include visitor expenditures, as well as expenditures that have been allocated to the point of origin. In this case, the tourism receipts include all visitor expenditures, as well as the amount spent by Ontarians on transportation before departing from Ontario on a trip outside the province. Visitor spending is the total expenditures of all Incoming visitors, excluding the expenditures associated with the point of origin. In this case, visitor spending includes all expenditures while in Ontario, as well as any travel expenses incurred while in Ontario. Figure 8 summarizes the total visitor spending and tourism receipts in Ontario, broken down by expenditure category. As noted, both visitor spending and tourism receipts showed an increase between 2006 and 2007. Elgin/St. Thomas Tourism Development and Marketing Plan 18 ~ P a g e ~~f~ CtOI~ millierdickinsonblais~. Figure 8 -Visitor Spending Habits Ontario, Visitor Spending and Tourism Recei is 2006 % of Total 2007 % of Total % Chan e Expenditure Category Visitor Spendin Tourism Recei is Visitor Spendin Tourism Recei is Visitor Spendin Touris m Recei is Total OOOs 17,239,6 44 21,974,9 60 17,299,6 25 22,135,8 19 0.3% 0.7% Travel Services 0.0% 6.5% 0.0% 7.0% -37.2% 9.0% Public Trans ort 11.0% 22.7% 11.0% 22.3% 0.1% -1.0% Vehicle Rental 1.8% 1.7% 1.9% 1.8% 3.3% 4.1% Vehicle o erations 15.5% 12.8% 16.5% 13.5% 6.3% 6.6% local Trans ort 1.1% 1.0% 1.1% 1.0% 1.4% 1.6% Accommodation 18.3% 14.4% 18.3% 14.3% 0.2% 0.2% Food & beverage at Stores 7.0% 5.5% 7.2% 5.7% 3.8% 3.8% Food & beverage at Restaurants/Bars 19.3% 15.1% 19.3% 15.1% 0.2% 0.2% Recreation/ E nterta i n ment 10.0% 7.9% 9.5% 7.4% -4.6% -4.6% Retails - Clothin 10.9% 8.5% 10.8% 8.4% -0.6% -0.6% Retails -Other 5.1% 4.0% 4.5% 3.6% -10.0% 10.0% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model Economic Impact of Visitor Spending in Ontario The economic impact of tourism in Ontario is measured on the basis of several factors. This includes contribution to Gross Domestic Product (GDP), the impact of wages and salaries, the number of jobs created, and tax revenues. The impact of these factors on an economy is then illustrated in terms of direct impact, indirect impact and induced impact. Direct Impact measures the effect that tourism expenditures have on tourism related businesses or sectors. Indirect impact measures the resulting effect of the expansion of demand from tourism related businesses or sectors, on other businesses or sectors while induced impact measures the effects associated with the spending of labour income and profits earned in the industries that serve travellers directly or indirectly. The following series of charts summarizes the total (Direct, Indirect, and Induced) impact of Ontario's tourism industry on the Province's economy. Figure 9 summarizes the total economic impact of visitor spending in the province, while figure 10 illustrates the total effects of tourism receipts on the province. Elgin/St. Thomas Tourism Development and Marketing Plan 19 ~ P a g e ~f~1 COI' S millierdickinsonbiais~. Figure 9 -Visitor Expenditures Economic Impact -Visitors Expenditures in Ontario Factor 2006 2007 % Change GDP ($OOOs) Total 14,550,119 14,747,943 1.4% Wages and Salaries OOOs Total 8,957,115 9,115,597 1.8% Number of Jobs Total 244,626 241,338 -1.3% Total 7,895,762 7,993,062 1.2% Federal 4,077,570 4,093,130 0.4% Taxes ($OOOs) provincial 3,121,549 3,188,563 2.1% Local 696,642 711,370 2.1% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model Figure 10 -Tourism Receipts Economic impart -Tourism Receipts in Ontario Factor 2006 2007 % Change GDP ($OOOs) Total 19,713,578 19,945,059 1.2% Wages and Salaries OOOs Total 12,339,656 12,534,617 1.6% Number of Jobs Total 316,534 312,674 -1.2% Tota I 10,43 5, 737 10, 555, 029 1.1 Federal 5,486,821 5,506,298 0.4% Taxes ($OOOs) provincial 4,018,741 4,098,688 2.0% Local 930,175 950,043 2.1% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model The Impact of tourism on the Ontario economy between 2006 and 2007 can be summarized as follows: • Impacts of Visitor Spending on Ontario • Contributed $14.7 Billion in total GDP to Ontario's economy, an increase of 1.4% over 2006 • Accounted for $9.1 Billion in wages and salaries, an increase of 1.8% over 2006 • Created 241,338 jobs in 2007, a decrease of 1.4% over 2006 • Increased Impact on taxes of 1.2%, with the greatest impact on local and provincial taxes • Impacts of Tourism receipts on Ontario • Contributed $19.9 Billion in total GDP to Ontario's economy, an increase of 1.2% over 2006 • Accounted for $12.5 Billion in wages and salaries, an Increase of 1.6% on Ontario wages and Salaries • Created 312,674 jobs in 2007, a decrease of 1.2% over 2006 • Increased impact on taxes of 1.1%, with the greatest impact on the local tax base Elgin/St. Thomas Tourism Development and Marketing Plan 20 ~ P a g e ~faCtOj' S millierdickinsonblais~ Figure 11 provides further understanding as to the spin-off effect of tourism on both a local and provincial economy, insofar as the range of expenditures incurred by tourism visitors to the province in 2007. While not surprising, the greatest Impact is felt in the category of food and beverage (26.5%), followed by accommodation services (18.3%). Retail operations, particularly clothing, also do very well (15.3%). Figure 11 -Total Visitor Expenditures All Categories Ontario, Total Visitor Snendinq 2007 % Chan a from 2006 Expenditure Category Total Visits Overnight Visits Total Visits Overnight Visits Total ($OOOs) 17 299 625 12 829 287 0.3% 0.6% Public Trans ort 11.0% 13.1% 0.1% 2.4% Vehicle Rental 1.9% 2.2% 3.3% -1.4% Vehicle O erations 16.5% 12.3% 6.3% 3.3% Local Trans ort 1.1% 1.3% 1.4% 1.3% Accommodation 18.3% 24.6% 0.1% 0.1% Food & Bevera e Total 26.5% 25.7% 1.1% 2.6% At Stores 7.2% 7.4% 3.8% 8.3% At Restaurants/Bars 19.3% 18.3% 0.2% 0.5% Recreation/Entertainment 9.5% 8.4% -4.6% -4.8% Retail Other Total 15.3% 12.5% -3.6% -2.9% Clothin 10.8% 9.3% -0.6% 5.6% Other Retail 4.5% 3.2% -10.0% -21.6% Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) antl International Travel Survey (I I S), 2006 Elgin/St. Thomas Tourism Development and Marketing Plan 21 ~ P a g e ~i~aCt.~]- S miilierdickinsonglais~ Ontario's Tourism Competitiveness Study The global tourism market has become increasingly competitive both in the development of product and in the marketing to attract visitors to a region. Hundreds of destinations now compete in a market that is expected to grow dramatically over the next two decades. To meet the demands of the new emerging global tourism industry, the Province of Ontario recently commissioned a study to develop a plan to support the growth and long term viability of tourism in Ontario. This report (in conjunction with 13 external studies) was released in February of 2009 -Discovering Ontario: A Report on the Future of Tourism, prepared by the Ontario Tourism Competitiveness Study Commission. The report Identifies the challenges and opportunities facing the industry and provides recommendations to revitalize and grow tourism across the province in the future. Many of these recommendations have direct application for Elgin/St. Thomas in Its development of a Tourism Development Strategy and Marketing Pian. Strategic Marketing The provincial study determined that Ontario needs to invest more in its marketing efforts and re-examine its current marketing strategies, in order to become more focused and effective. Ontario was also seen as needing to make better use of emerging technology and social networking trends, as a way to enhance and promote the tourism opportunities in the province. Internet portals whether they are local, regional or provincially driven, need to effortlessly lead the inquisitive consumer from the Idea of coming to Ontario, to identifying specific destinations, specific experiences, specific accommodations, in a specific timetable. The report also contains a number of recommendations on the redesign of tourism marketing efforts, including a stronger marketing effort in mature markets and a greater level of effort in the development and identification of new markets, including cultural tourism, eco-tourism, sports tourism, Aboriginal tourism, culinary tourism, agri-tourism, cycling and festivals and events. Of primary Importance however, is the need to develop stronger local pride in what Ontario has to offer the visitor and a greater dedication to ensuring that the visitor experience is remarkable - we need to be better ambassadors and more thoughtful hosts. The study sets out four strategies aimed at increasing the economic contribution of tourism in Ontario by 2020. They are: 1. Work Together - by setting targets, establishing regions and partnerships and making it easier for our tourists to get here; 2. Set Standards for Success - encourage a government commitment, modernize regulations, establish service and quality standards and develop the tourism workforce; Elgin/St. Thomas Tourism Development and Marketing Plan 22 ~ P a g e ~~faCtO]' S millierdickinsonblais~ 3. Invest Wisely -invest in transportation infrastructure, open the channels to work with government and provide incentives, help operators access capital, invest in tourism and cultural attractions parks and trails, invest in festivals and events; and 4. Reach Out -focus on our strongest markets, continue the focus on the Ontario domestic market, focus on our unique products, improve signage, increaseinternet marketing and online booking capabilities. Regional Collaboration The report also suggests that a limited number of defined regions will help tourists orient themselves to the province and encourage them to stay longer. Regions also provide a comprehensive picture for tourists. The size and diversity of Ontario suggests that a regional approach would help highlight the province's unique offerings. Jurisdictions such as British Columbia, New Zealand, France, Quebec and Australia have used a regional approach to change their tourism industry. On the websites of these tourism destinations, customers can explore the jurisdiction region, find accommodation and see attractions within a particular region. While there is considerable focus at the regional level on marketing, the report suggests that a coordinated approach to other key issues such as product and workforce development is still missing across the province. "Multiple Destination Marketing Organizations (DMOs) exist in certain regions of the province (e.g., Niagara and Rideau regions) which result In duplicated efforts... Coordination of marketing, product development and public-private interaction is simpler with fewer DMOs ..." Ontario Tourism Industry Structure Assessment Research Study. In other jurisdictions, the establishment of regions has been crucial for innovation, competitiveness, sustainable funding and creating a harmonized voice for the tourism industry. Research undertaken in conjunction with the province's report suggests that a smaller number of Destination Marketing Organizations (DMOs) would be more effective. That could lead to expanded roles for DMOs, including: product development, skills and training and research. The Ministry of Tourism in Quebec, for example, funds only a single RTA (Regional Tourism Association) in each region. Some work has already been done by Ontario communities to strengthen their regions. With support from the Ministry of Tourism, a number of communities, including the Counties of Elgin, Haldimand and Norfolk, have developed local strategies using the Ministry's Premier Ranked Tourism Destination Framework. This kind of work, which is crucial for regional success, should be continued through the new regional DMOs. To this end regional tourism partnerships should: Elgin/St. Thomas Tourism Development and Marketing Plan 23 ~ P a g e ~~~f~~CtOY~ miilierdickinsonblais~ identify high-potential unique tourism product in each region and develop regional strategies to coordinate programming around centrepiece attractions; • package regional tourism experiences and services for tourists (e.g., sporting events, hotels, restaurants); and • prioritize niche product opportunities with the highest potential to attract tourists (e.g., culinary, sports, eco- tourism) for future development. The report strongly recommends regional partnerships which include the following components: • The establishment of one DMO in each region. This should be led by industry in partnership with government; • Equipping DMOs with the capacity to create and implement regional tourism strategies that Include marketing and research, product development and packaging, setting investment attraction and infrastructure priorities, identifying training needs and priorities and setting quality standards; • Encouraging the DMOs to develop partnerships and collaborate with municipalities, chambers of commerce and other local groups that support tourism; • Ensuring that the Ministry of Tourism has the resources to help stakeholders establish regions and achieve their full potential; and • Providing government support for the industry via the regional DMOs. The results of this process will be: • Better defined regions for prospective tourists; • Stronger DMOs with greater ability to provide regional leadership, set priorities and collaborate between regions; • A single point of contact for management of tourism will be provided for both the industry and government at the regional level; and • A unique brand and experience will be created (within a provincial strategy) by each region, increasing its competitive advantage. Elgin/St. Thomas Tourism Development and Marketing Plan 24 ~ P a g e f~CI.OI' s millierdickinsonblais~. Improving Quality To encourage a service culture in Ontario, the report also suggests that the Industry adopt a service quality strategy to meet tourists' expectations for high service standards. The report notes that Increasingly, tourists today pay attention to service and quality standards in a way that they never have historically. The following points were made with respect to providing a better quality product to our tourists: • Among the many things that have driven this new attention to service is the shift toward the use of the Internet to gather information and book reservations. Tourists are also traveling farther from home, so on line ratings become shorthand for a quality experience. • Service quality is one of the things that tourists remember and what they talk about when describing their experience. Tourists are increasingly looking for a very high level of service. Their service experience is reflected in their assessment of the tourism product. • Tourists are increasingly using websites such as Travelocity and Expedia, as these sites tell them what to expect from a destination. The sites compare popularity and allow tourists to rate their experiences, their accommodations and the services they received. • Leading tourism jurisdictions have instituted tourism accommodation and service rating systems for both service and product. These rating programs create a culture of continual improvement and, overall, increase the competitive performance of businesses. Providing a quality product will also result in: • Higher customer satisfaction through increased customer loyalty and repeat visits to facilities. • Consistently high standards will be adopted by the Industry through a disciplined quality management approach. • An increased international reputation as a quality contender through Ontario's recognized quality brand. Elgin/St. Thomas Tourism Development and Marketing Plan 25 ~ P a g e `~~aCL01' millierdickinsonblais~ Investing Wisely At the centre of the tourist experience is the tourism product. Ontario is seen as having natural, cultural and historic resources, festivals and events, as well as the supporting facilities to be recognized as a desirable tourism destination in an extremely competitive market. However, tourists are looking for unique, tailored and high-quality experiences and in this context, there are a significant number of great destinations to choose from. To become more competitive, Ontario's tourism product must also become more relevant and interesting to travelers - this in turn will encourage repeat visits. It must also be easy to get here and to move around once in the province. This will require the better utilization of new technologies to enhance the tourist experience. Attractions need to be more accessible, more year-round and better linked to tourists' needs. Ontario's tourism industry is seen as greatly contributing to the economic health of communities and as a catalyst for economic development. While investment is necessary, with limited resources neither local organizations nor the province can do everything at once. To become internationally competitive, Ontario must focus on strategic tourism investments with maximum return. In particular, investment in transportation infrastructure that helps travelers get from place to place is seen as crucial to more enjoyable and longer visits by visitors. At the same time, all levels of government need to be more helpful to private Investors looking to grow their business in Ontario. A whale-of-government approach to infrastructure Investment is required including access to capital investment to help encourage more Innovation, creativity and economic growth. New Investment will also help make Ontario's tourism product more accessible. For instance almost two million people in Ontario alone have adisability -and, as the population ages this number will grow. Barriers that prevent this market from accessing products and services should be reduced by Investment in new and existing products. Elgin/St. Thomas Tourism Development and Marketing Plan 26 ~ P a g e ~~~faCtOr millierdickinsonblais~. Elgin/St. Thomas Tourism Performance Key Trends Trends in Elgin/St. Thomas tourism are similar to that of the province with a few noteworthy differences. In 2007, 92% of Elgin/St. Thomas'visitors were from Ontario with 5% from the U.S. (figure 12), whereas for the province as a whole 79% of ail visitors were from Ontario and 14% were from the U.S. Travel Survey information for Elgin/St. Thomas also suggests that the primary activity of visitors to the region is that of visiting friends and relatives followed by shopping, site seeing and outdoor activity. This is consistent with trends at the provincial level. However, the average length of stay for Ontario tourists is 3.2 nights while visitors to Elgin/St. Thomas remain on average 2.9 nights. Perhaps the most notable difference however, is that tourists are spending an average of $163 per visit at the provincial level, but only $63 in Elgin/St. Thomas. • The total person visits to the County increased by approximately 8.9% from 2006 to 2007 with the strongest growth coming from overseas visitors which accounted for a 20% increase in total visits and a 40% Increase in same day visits. The visitor segment that has shown the greatest decline however, was the same day visitors from the U.S., down 20% from 2006. The strength of the Canadian currency, increased security at border crossings and U.S. requirements for a passport has likely contributed to this drop in U.S. visitors. This is consistent with the drop in the number of shopping visits entering Canada through Windsor/Detroit. Elgin/St. Thomas Tourism Development and Marketing Plan 27 ~ P a g e ~~fa CtOl" millierdickinsonbiais~. Figure 12 Elgin/St. Thomas Visitors by Origin, 2007 2% ®Ontario ®OtherGanada r~ U.S. ®Overseas Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Who is the Elgin/St. Thomas Customer? Figure 13 provides a summary of the 2007 data regarding the nature of visitors to Elgin/St. Thomas. Consistent with the provincial performance, household party sizes remains largely unchanged between 2006 and 2007. The largest party sizes originated from the U.S. with an average of 2 members of the household making the trip. Household party sizes from overseas origins actually decreased from 2006 from 1.8 to 1.3 people. Similar to provincial data, only 3% of overseas traveller household parties included children, as compared to Canadian or Ontario visitors. In this case 24% of visitors are likely to be travelling with children. This fact provides significant insight Into the type of product and the nature of the experience that many visitors may be seeking in ElginJSt. Thomas or the perceived lack of family oriented activities. Figure 13 -Visitor Characteristics Elgin/St. Thomas Summary Visitor Characteristics Factor 2007 Avera e Household Part Size Totai Persons 1.4 Avera e Visitor A e Total rs 42.3 Avera e len th of Sta Total Ni hts 2.9 Avera e Visitor S endin Total / erson 63 Source; Statistlcs Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Elgin/St. Thomas Tourism Development and Marketing Plan 28 ~ P a g e ~'~~aCt.01" millierdickinsonblais~. Figure 14 -Party Size and Composition Elgin /St. Thomas, Person Visits: Household Party Size and Composition 2007 Total Visits Overni ht Visits Origin Avg. Party Part Com osition Avg. Party Party Com osition Size Adults Onl w/ Kids Size Adults Onl w/ Kids Total 1.4 77% 23% 1.4 91% 9% Canada 1.4 76% 24% 1.3 91% 9% Ontario 1.4 76% 24% 1.3 91% 9% U.S. 2.0 90% 10% 2.0 87% 13% Overseas 1.3 97% 3% 1.4 96% 4% Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 The average age of visitors to Elgin/St. Thomas is also unchanged, at 42.3 years of age. On average, the youngest visitors to Elgin/St. Thomas are travellers from the U.S., with travellers averaging 40.5 years old and overnight travellers 39.8 years old. Figure 15 summarizes the visitor age composition stats for Elgin/St. Thomas in 2007. Overall, the number of person nights increased by 38.6% between 2006 and 2007, driven in part by an increase in person nights from Canadian travellers originating outside of Ontario. The number of person nights from overseas travellers decreased by 40.4% from 2006 to 2007. The average length of stay increased overall from 2006, to 2.9 nights in 2007. Figure 16 summarizes the number of person nights as well as the average length of stay for all visitor origin categories in 2006 and 2007. Elgin/St. Thomas Tourism Development and Marketing Plan 29 ~ P a g e ~QfaCt.Ol' millierdickinsonblais~ Figure 15 Flnin /C}. Thnmae_ Parcnn Vici}ce Travallarn Ana 2007 Total Canada Ontario U.S. Age Group Over- Over- Over- Over- (000s) Total ni ht Total ni ht Total ni ht Total ni ht Under 15 3 3 n/a n/a n/a n/a 2 2 Years 15-24 (18-24 72 28 70 27 66 23 1 1 for Canada 25-34 102 28 96 23 96 23 4 4 35-44 138 34 130 29 130 29 5 4 45-54 184 59 173 51 172 50 8 7 55-64 76 31 69 27 63 21 6 4 65+ 110 25 103 21 103 21 5 3 Age not 3 0 0 0 0 0 3 0 stated 42.3 41.1 32' 41.1 42.3 41.1 40.5 39.8 Avera e A e Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Figure 16 Elgin/St. Thomas, Total Nights Spent: Average Length of C}av 2006 2007 Origin Person nights (% of total Avg. length of stay (nights) -total overni ht visitors Person nights (% of total Avg. length of stay (nights) -total overni ht visitors Total 100.0% 3.2 100.0% 3.2 Ontario 65.0% 2.5 68.4% 2.5 Other Canada 6.6% 4.1 14.4% 4.2 U.S. 16.2% 3.5 12.0% 3.6 Overseas 11.9% it 5.2% 10.9 source: statistics Canada, I ravel survey or rtesioents or Canaaa (iskcl an° mternationai i ravel aurvey li i~~, 2006 Elgin/St. Thomas Tourism Development and Marketing Plan 30 ~ P a g e f~Ctol' S millierdickinsonblais~. What are they doing? Similar to provincial trends, the majority of visitors to Elgin/St. Thomas in 2006 came to visit friends and relatives (34.5%), while a further 23.5% of visitors engaged in some form of outdoor/sports activity. It is worth noting that participation in outdoor activities has been rising in years leading up to 2006. The high percentage of visitors visiting friends and relatives makes it vitally Important that this portion of Elgin/St. Thomas population be informed as to the range of activities and events that are available to visitors to the region. The following chart summarizes the activity participation rates of Elgin/St. Thomas visitors in 2006. Figure 17 Elgin/St. Thomas Visitor Activity Participation, Z0~6 ®Vlsit Friends/ftelatives ®Cutural Activity (Festivals/Fairs, Performances, Museums/Art Galleries, Historic Sitesl ® Entertainment (Zoos/Aquariums/Botanical Gardens, Sporting Events, Casinos, Theme Parks, Bars/Nlghtdubs) ®Shopping/Sightseeing ®Natl./Provincial Nature parks ®Any outdoor/sports activity (I.e. Boating, Golflng, Ffshing, Hunting, Skiing/Snowboarding) Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 A comparison of visitor activity participation rates for 2006 and 2007 suggests that: Year over year visitors are participating in more cultural performances (up 27.8%), attending more historic sites (up 80%), boating more (up 140%) and golfing more (up 800%). • The majority of visitors to Elgin/St. Thomas in both 2006 and 2007 are from the domestic market. Elgin/St. Thomas Tourism Development and Marketing Plan 31 I P a g e ~`7~faCt01 millierdickinsonblais~. The most popular activities for non-domestic visitors in 2007 were national/provincial park and historic site visitation, and outdoor/sports activity participation drawing approximately 27,000 total person visits. Approximately 29,000 and 32,000 person visits were attributed to visiting friends and relatives, and shopping, respectively in 2006. Non-domestic visitors accounted for the highest proportions of total visits in museums/art galleries, sporting events, national/provincial parks, and fishing activities with U.S. and overseas visitors representing approximately 100% of total activity participation in sporting events and fishing activities. • In 2007, the activities with the highest numbers of person visits for non-domestic travellers were visits to national/provincial nature parks, visits to historic sites, and outdoor/sports activities. For domestic visitors, the most frequent activities participated in included outdoor/sports activities, visits to historic sites, and cultural performances. Overall, the strength of tourism in Elgin/St. Thomas appears to be based on outdoor activities, as well as its cultural and historic products. Figure 18 shows activities of overnight visitors in Elgin/St. Thomas for 2006 and figure 19 show the same data for 2007 with noted changes in data collection. Activities of Overnight Visitors Elgin/St. Thomas, 2006 Casinos ZooslAquariumsBotanicalGavdens Theme Parks Museums(Art galleries Sporting Events Historic Sites Cultural performances NatUProv, Nature parks Bars~Nightclubs Shopping Sightseeing Any Outdoor/SportsActivity Visit Friends/Relatives Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 Elgin/St. Thomas Tourism Development and Marketing Plan 32 ~ P a g e ~~faCtOf' 0% 10°l° 20% 30 % 40% 50% 60% S miilierdickinsonblais~. Activities of Overnight Visitors Elgin/St. Thomas, 2007 Hunting` Theme PatlCs Sporting Events Casinos Festivals/Fairs Fishing' Golfing' museums/Art galleries Zoos/Aquariums/Botanical Gartlens NatUProv. Nature parks Boating' Downhill skling/snowboardirg' Cultural performances Historic Sites Any Outdoor/Sports Activity * Please Note: these actlyttles are included in the "Any Outdoor/Sports Activity" category in Figure 18. The 2007 survey excludes the categories of Visiting Friends/Relatives, Sightseeing, and Bars/Night clubs categories that were Included in 2006. Source: Statistics Canada, Travel Survey of Residents of Canada (TSRC) and International Travel Survey (ITS), 2006 The Impact of Tourism Spending Total visitor spending in Elgin/St. Thomas increased by 20.7% in 2007, in part because spending per visitor increased by $7. The strongest driver of this growth was a 542.3% increase in spending from Canadian visitors originating outside of Ontario. On average, Canadian visitors from outside of Ontario spent an additional $278 per person (from 2006) in Elgin/St. Thomas. Spending from Ontarians Increased 19.5%, as the average visitor spent an additional $4 per person. Overall, total spending by overseas visitors decreased 55.2% from 2006. Spending by U.S. visitors increased 14.6% from 2006, with an increase in average spending per person of $30. Figure 20 summarizes the visitor spending of Elgin/St. Thomas' tourists as a percentage of total spending for 2007. The impacts of the County's tourism are also measured by visitor spending and tourism receipts. In this case, tourism receipts will include all visitor expenditures, as well as the amount spent by Elgin/St. Thomas residents on transportation before departing from the area to a destination outside of the County. Visitor spending will include all expenditures while in Elgin/St. Thomas, as well as any travel expenses incurred while in the area. Figure 19 summarizes the total visitor spending and tourism receipts in Elgin/St. Thomas, broken down by expenditure category. Visitor spending and tourism receipts showed an increase of 20.5% and 25.3% respectively, from 2006 to 2007. Elgin/St. Thomas Tourism Development and Marketing Plan 33 i P a g e ~~faCtOr 0% 5% 10% 15% 20% 25% 30% 35% S millierdickinsonbiais~ Figure 20 Elgin/St. Thomas, Visitor Spending and Tourism Receipts 2006 % of Total 2007 % of Total Expenditure Category Visitor S endin Tourism Recei is Visitor S endin Tourism Recei is Total OOOs 36 439 47 689 43 906 59 771 Travel Services 0.0% 5.1% 0.0% 5.6% Public Trans ort 0.2% 4.2% 0.2% 2.1% Vehicle Rental 1.0% 0.8% 0.9% 0.8% Vehicle o erations 22.7% 31.7% 24.9% 36.2% Local Trans ort 0.1% 0.2% 0.5% 1.4% Accommodation 12.0% 9.1% 17.7% 13.0% Food & bevera eat Stores 10.0% 7.6% 8.9% 6,5% Food & beverage at Restaurants Bars 31.3% 23.9% 29.0% 21.3% Recreation Entertainment 6.9% 5.3% 5.3% 3.9% Retails - Clothin 13.0% 10,0% 9.5% 7.0% Retails -Other 2.7% 2.1% 3.1% 2.3% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model The following series of charts summarizes the total (direct, indirect, and Induced) impact of Elgin/St. Thomas' tourism industry on the Province's economy. The first chart summarizes the total economic Impact of Elgin/St. Thomas'visitor spending in the province, while the second chart summarizes the total effects of their tourism receipts on the province. Figure 21 Economic Impact of Elgin/Thomas Visitor spending in Ontario Factor 2006 2007 Chan e GDP (OOOs) Total 27 996 34 652 23.8% Wages and Salaries (OOOs) Total 17 006 21 175 24.5% Number of Jobs Total 512 610 19.1% Total 15 667 19 295 23.2% Federal 8 136 9 977 22.6% Taxes (OOOs) Provincial 6 247 7 735 23.8% Local 1284 1582 23.2% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model Elgin/St. Thomas Tourism Development and Marketing Plan 34 ~ P a g e ~faCtOf' millierdickinsonblais~. Figure 22 Economic Imnact of Elain/St. Thomas Tourism receints in Ontario Factor 2006 2007 % Chan e GDP (OOOs) Total 36 753 46 935 27.7% Wages and Salaries (OOOs) Total 22 001 28 220 28.3% Number of Jobs Total 622 763 22.7% Total 20 512 26 197 27.7% Federal 10 815 13 729 26.9% Taxes (OOOs) Provincial 8 114 10 458 28.9% Local 1 582 2 010 27.1% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model In summary, the impacts of Elgin/St. Thomas'tourism on Ontario's economy are as follows: • Impacts of Visitor Spending on Ontario o Increased total impact of 23.8% on Ontario's GDP o Increased total impact of 24.5% on Ontario wages and Salaries o Total jobs created increased from 512 to 610 (19.1%) o Increased impact on taxes of 23.2%, with the greatest Impact on local and provincial taxes • Impacts of Tourism receipts on Ontario o Increased total impact of 27.7% on Ontario's GDP o Increased total impact of 28.3% on Ontario wages and Salaries o Total jobs created increased from 622 to 763 (22.7%) o Increased Impact on taxes of 27.7%, with the greatest Impact on the provincial tax base Figure 23 summarizes the total affects that Ontario's tourism receipts have on Elgin/St. Thomas' economy. Overall, Ontario's tourism receipts had an increased Impact on the area's economy. Figure 23 Economic 1'mnacts of Ontario's Tourism receints nn Elain/St. Thomas Factor 2006 2007 % Chan e GDP (OOOs) Total 58 489 66 994 14.5% Wages and Salaries (OOOs) Total 36 344 41 417 14.0% Number of Jobs Total 943 1 051 11.5% Taxes (OOOs) Total 29 868 34 896 16.8% Source: Ontario Ministry of Tourism, Tourism Regional Economic Impacts Model Elgin/St. Thomas Tourism Development and Marketing Plan 35 ~ P a g e o~'° faCL01 S millierdickinsonblais~. Tourism Destination Framework Report The Counties of Norfolk, Elgin, and Haldimand recently completed a Premier Ranked Tourist Destination Framework exercise. The Three County Report was released in February 2008. The Premier Ranked Tourist Destination Framework (PRTDF) program was an initiative developed by the Ontario Ministry of Tourism in 2001 and designed to help destinations across Ontario identify areas for development related to tourism, assess their competitive tourism advantage and ultimately improve to become a destination of choice for visitors. The Norfolk, Elgin, Haldimand Counties PRTDF project was an initiative facilitated by the lead tourism organizations in each County, the Ontario Ministry of Tourism, Employment Ontario, and tourism Industry stakeholders. The Ministry of Tourism agreed to fund the PRTDF work with the understanding that the three identified tourism destinations would work together as a collective under the umbrella of the lead partners. The lead partners were represented by the St. Thomas-Elgin Tourist Association11, Haldimand County Tourism Division, and the Norfolk County Tourism and Economic Development Division The primary findings of the study suggested that: • Most of the products and experiences are available to visitors at a variety of price points; • The attractors currently have limited appeal to guests from beyond Ontario's borders; • While many of the tourism experiences are available for at least nine months of the year, most are not available on a year-round basis; • Most of the tourism experiences, Individually, do not generate visitation for periods greater than 24 hours; • The region offers a selection of dining experiences, and there is growing recognition of local food sources and culinary tourism; although few dining experiences have name recognition outside the area. A small number feature well known accredited chefs or offer wine lists with more than 25 labels; • The region presents a variety of retail shopping experiences; some are independently owned and offer a unique selection of merchandise; however, most shopping experiences do not have name recognition beyond the region; • Transportation to the area, other than with personal vehicle, is very limited; once visitors get to the destination there is limited travel options without a privately owned vehicle; ii The St. Thomas Elgin Tourist Assoclatlon dissolved in December 31, 2007. Tourtsm Services is now being delivered through the County's Community and Cultural Services Department Elgin/St. Thomas Tourism Development and Marketing Plan 36 ~ P a g e ~faCt01' millierdickinsonblais~ • The visitors' opinion of the guest experience is not clearly understood, due to a lack of resources for visitor surveys; • Part of the area's watershed is located on the UNESCO Long Point World Biosphere; • Nine million people live within a three hour drive of Elgin/St. Thomas; there are 16 million people living within a 3-4 hour radius; • There are 317 roofed accommodations and 1,557 RV/campsites in Elgin/St. Thomas; there are 923 roofed accommodation rooms across the three counties (hotels, motels, B&Bs) and 8,816 RV /camp sites in the region; • While core attractors offer collective appeal there are other destinations that offer similar products and experiences; • The types of activities that Norfolk, Elgin, Haldimand offer have significant appeal to tourists as indicated in the most recent Travel Attitudes and Motivations Study; and • Elgin/St. Thomas provides over 100 transient boat slips located at various marinas along the Lake Erie coast. Further, the region has 326 slips for transient boaters located at various marinas, city and private owned docks along the Lake Erie coast. Annualized statistics collected from the 2004 CTS/ITS Survey (most recent data) for the same member municipalities reveal similar findings to the Destination Framework report. Most noteworthy are the fact that: • Elgin/St. Thomas attracted a total of 638,949 guests, representing a market share of 32% for the three counties. Of these guests, 73% were same day visits and 27% were overnight visits. In 2004, Haldimand, Norfolk and Elgin attracted a total of 1,983,560 guests. Of these 28% stayed overnight and 72% were day visits; • 84% of Elgin/St. Thomas' overnight visitors were from the Ontario market. Similarly, 84% of Haldimand, Norfolk and Elgin overnight visitors were also from the Ontario market; • Overnight visitors spent 367,329 person nights in Elgin County, with 10% spent in roofed commercial lodgings; 26% were spent in local campgrounds or trailer facilities; and 56% were spent in private homes or private cottages. Overnight visitors spent 1,716,270 person nights In Haldimand, Norfolk and Elgin, with 7% in roofed commercial lodgings such as hotels, motels, resorts, B&Bs and commercial cottages, 23% in local campgrounds or trailer facilities and 62% in private homes or private cottages; • Overnight guest spend on average $86.05 in Elgin and $94.04 in Haldimand and Norfolk Counties, compared to $270.27 average for Ontario; • The average expenditure for guests on day trips was $21.41 in Elgin and $18.20 in Haldimand and in Norfolk Counties as compared to $62.56 average for Ontario. Elgin/St. Thomas Tourism Development and Marketing Plan 37 ~ P a g e ~~~`'faCt01' S millierdickinsonblais~ In an effort to provide better estimates of domestic tourism, tourism partners from all national, provincial, and territorial jurisdictions supported the development and launch of the Travel Survey of Residents of Canada (TSRC) in 2005. The TSRC was launched as an alternate to the Canadian Travel Survey (CTS), and offers refined data collection techniques that better capture the differences between domestic tourism trips and routine trips. It is important to note that the TSRC relies on a different approach to defining domestic tourism, and collects information from a different Canadian population segment than the CTS. As such, TSRC estimates of domestic tourism volume, value, and characteristics are not directly comparable to historical estimates based on the CTS. The following statistics were taken from the Statistics Canada Travel Survey of Residents of Canada and the International Travel Survey, completed in 2006. These numbers are provided for informational purposes, to demonstrate how the City/County has performed in relation to the surrounding counties since the PRTDF studies were completed. It should not be used in direct comparison to the statistics presented in the Elgin/St. Thomas, Haldimand and Norfolk Premier Ranked Tourism Destination Framework Studies. In 2007, Elgin/St. Thomas attracted a total of 687,008 guests, representing a market share of 37% for Haldimand, Norfolk, and Elgin/St. Thomas combined. Of these guests in 2007, 30% were overnight visits and 70% were same day visits. In 2007, Elgin/St. Thomas attracted 80% of Its overnight visitors from Ontario, while Haldimand and Norfolk attracted approximately 85% of their combined overnight visitation from Ontario. For 2007, overnight visitors spent 1,737,306 person nights in Haldimand-Norfolk and Elgin/St. Thomas, with 13% in roofed commercial lodgings, 11% in campgrounds or trailer parks, and 65% in private homes or private cottages/cabins; Overnight visitors spent 598,095 person nights in Elgin/St. Thomas, with 18% spent in Roofed commercial lodgings, 9% spent in campgrounds or trailer parks, and 60% spent in private homes or private cottages/cabins. In 2007, overnight guests spent approximately $133 in Elgin/St. Thomas and $120 in Haldimand-Norfolk, (the census division of Haldimand-Norfolk is the lowest geography in which the tourism profile data is presented} compared to an average of about $280 for Ontario. The Need for Regional Collaboration Within the destination region there are several Destination Marketing Organizations (DMOs) that are involved in visitor services, implementing forms of tourism marketing on a regional and provincial scale. The Counties of Elgin, Haldimand and Norfolk have individual budgets for tourism which are largely allocated to communications. It was determined by the PRTDF that individually each of the three destinations do not have sufficient funding to effectively target potential markets while marketing their respected destinations, and therefore a collective approach to destination development and marketing was recommended. Elgin/St. Thomas Tourism Development and Marketing Plan 38 (Page faC~01` S millierdickinsonblais~. The report noted that the three counties are already participating in joint marketing programmes. In particular it cited the Ontario's South Coast' initiative which gives each county more exposure within a larger region. The Ontario Ministry of Tourism has also IdentiFled the value of working together and cites the Niagara Region as a good example of cooperative regional marketing. Joint marketing was seen as capitalizing on the appeal of three individual destinations within the area, as well as fostering the creation of new collective tourism experiences that can be developed on a region-wide basis. The purpose of joint marketing would be to increase the total number of visitors to the area, increase total tourism receipts and develop new product and/or experience initiatives to enhance the tourism offering. All of this makes good sense given the number of core attractions the municipalities has in common, including: • Outdoor recreation Including canoeing, kayaking, sport fishing, ice fishing, hunting, hiking, cycling, birding; • Provincial Parks and RV/camp sites; • Small towns, villages, rural landscapes; • Community based, themed celebrations; • Cultural and heritage attractions; • Water based experiences, Lake Er1e coastline; • Unique and interesting retail and a variety of food and beverage outlets; • Local, national and provincial historic sites; • Agrl-tourism including culinary tourism and local food sources; and • Community based agricultural fairs and festivals. The major recommendation of the Premier Ranked Tourist Destination Framework is that Norfolk, Elgin and Haldimand must agree to and adopt along-term and flexible working relationship in order to achieve individual and collective goals of the region's tourism industry. Further recommendations of the study outlines a step by step process of tri- county engagement and participation. Stakeholder Consultations An important consideration in determining the correct approach to developing a Tourism Development Strategy and Marketing Plan for Elgin/St. Thomas is the stakeholder consultation process. No one knows the area, the challenges, barriers and opportunities better than those who live and work in the County. Several methods for gathering informed local knowledge and an understanding of the local experience were used including stakeholder interviews, an on-line community/business survey, and tourism based focus group sessions. Stakeholder interviews With input from Elgin's Tourism Services, the project team Interviewed eleven key stakeholders who are either involved directly as businesses in the tourism industry, or otherwise have an Interest or expertise in the area of tourism development and the visitor experience. The results of this process were as follows: Elgin/St. Thomas Tourism Development and Marketing Plan 39 ~ P a g e ~faCt.oj' millierdickinsonbiais~ 1. Why did you choose Elain/St. Thomas as a location for your business? • Some wanted to leave the fast pace of the city for a rural lifestyle with a good quality of life. • Some were in the retirement stage of their working life while others were just starting a new venture. • Some were from the area and wanted to stay and develop abusiness -some were family owned businesses. • Some chose the area based on the character of the area i.e. looking for an area with natural resources (waterfront) and tourism potential to draw people from the surrounding cities. 2. What opportunities for growth do you foresee for vour business in Elgin/St. Thomas? • There was a general consensus that tourists are looking for an authentic rural' experience. This could take the form of exploring the countryside, organized tours, experiencing local culture and heritage or enjoying a small town lifestyle. It was felt that packaging and partnerships would be key to successful tourism in the County in the future. The area of soft'tourism -hiking, biking, and walking was felt to be an opportunity for Elgin/St. Thomas but that it required further development of trails and bike routes. Day trippers were seen as a strong market for the region and the planned development in Port Glasgow was seen as having a positive impact on the area and the County as a whole. 3. In general. where do you see the opportunities for tourism development or tourism investment in Elgin/St. Thomas? • Opportunities were IdentiFled as the waterfront, recreational activities, agri-tourism, eco-tourism, crafters and artisans, and heritage and cultural attractions that are unique to the area. It was felt that more tourism marketing and promotion was needed to create a greater awareness of all these opportunities. 4. Are there anv gaps or voids in the tourism capability of Elgin/St. Thomas that. you feel should be addressed in order to make the area better equipped to attract tourists? • Enhanced marketing with St. Thomas and neighbouring counties was identified as a gap in the County's tourism efforts along with signage, lighting at major gateway locations, downtown revitalization Initiatives, and the need for more accommodations and dining opportunities. It was also suggested that a larger regional community centre would Improve the County's opportunities to attract sporting events and larger events (e.g. concerts) that would attract a greater number of visitors. Elgin/St. Thomas Tourism Development and Marketing Plan 40 ~ P a g e ~~ faCt01~ S millierdickinsonblais~ 5. What do you feel should be a priority tourism focus for Elain/St. Thomas? • There was a general consensus on the importance of facilitating training for operators (customer service and e-business) and education (business planning), cooperative marketing and creating an awareness of the economic and social value of tourism. The County was seen as needing to allocate resources to develop promotional material including improved use of website tools. The tourism product is viewed as being underdeveloped, and efforts should be made to enhance the area's offerings. Elgin/St. Thomas should focus on packaging rural experiences and promoting locally grown food and hand made products. 6. What types of tourism activity do you feel ElainlSt. Thomas should try to attract? • There was unanimous agreement that the area's greatest strength is being situated on Lake Erie. Another focus area was identified as historic landmarks unique to Elgin/St. Thomas including its railway heritage. On-line consultations The stakeholder interviews were supplemented by an on-line survey of the Elgin/St. Thomas tourism community. This on-line survey solicited opinions on the strengths of the area and potential threats to a successful tourism industry. In total, 49 participants provided their opinions on what were felt to be the best features of Elgin/St. Thomas and how best to promote these assets to an expanding visitor base. The entire on-line survey report is contained in Appendix I; however the primary findings were as follows: • Business characteristics: o Most respondents indicated that their primary industry was in the cultural or heritage attraction sector followed by food/drink and the retail sector. o More than two thirds of the businesses have been in operation for more than five years and more than half of the businesses have been in operation longer than 10 years. • Customer characteristics: o Three quarters of those responding indicated a balance of both males and females in their customer base. o Nearly all businesses indicated that their customers originate from SW Ontario. o There was an even split between customers travelling with children and those without. o The predominant age group was between 45-55 years of age (42%). • Marketing: o Most respondents chose to advertise in local newspapers, local/regional newsletters, tourism/travel magazines and the radio. o The most predominant method of promotion that businesses used was word of mouth'. Elgin/St. Thomas Tourism Development and Marketing Plan 41 ~ P a g e '~f~CtOl~ s millierdickinsonblais~. o Most respondents felt that the waterfront/harbour development, eco tourism, railway theme development and cooperative marketing should be the primary focus of the County's tourism efforts. o Respondents felt that the greatest opportunity for packaging is cultural/historical experiences, followed by outdoor adventure and agri- tourism. • Greatest Strengths: o It was felt that Lake Erie is the region's greatest strength followed by historical and cultural assets and having a good location in general. o Family activities were cited as the greatest reason that tourists visit the area followed by water based activities and historic/cultural activities. o When asked which attractions required Improvement, outdoor adventure was cited, followed by the agricultural experiences. • Needed Improvements to Elgin/St. Thomas tourism offering included: o Increased marketing/advertising and promotion o More Interpretative services i.e. tours, guides o Partnerships, packages and linkages o Improved waterfront access and waterfront areas • When considering the greatest threats to a successful tourism future for Elgin/St. Thomas, the greatest threat was considered a lack of a coordinated plan. • Responding businesses were asked if they were members of Elgin/St. Thomas Tourism Services: o Sixty percent of the businesses were members. o Of the 40% that were not members, almost all of them said they were unaware of the organization and what the benefits would be. 0 70% of the respondents indicated they would be willing to sit on a tourism committee dealing with an issue of interest to them. Focus Group Session In addition to the foregoing a tourism focus group was held in February 2009, with facilitation provided by Queen's University Executive Decision Centre. The purpose of the focus group was to complement the stakeholder Interviews and on-line consultations by asking community tourism representatives about opportunities and challenges facing tourism development in the region. A detailed summary is available in Appendix II. In particular the participants were asked: 1. What should be the keyprioritles for a County tourism strateoy for the next 3-5 years? 2. What does the County need to do to development the three kev Industry opportunities? a. Agri-tourism b. Heritage and culture c. Water-based activities Elgin/St. Thomas Tourism Development and Marketing Plan 42 ~ P a g e faC~.01~ millierdickinsonblais~ The top priorities for tourism were identified as: 1, Website development 2. Create a brand Identity 3. Improved signage 4. Increased awareness through cross promotions 5. Develop new range of marketing material 6. Determine target markets 7. Extend the tourist season 8. Package deals i.e. accommodations, attractions, meals etc 9. Develop `signature' events to put Elgin County on the map The results of the focus group discussion have a direct bearing on the development of a Tourism Development Strategy and Marketing Plan as participants were asked to provide opinions on the direction of the strategy as it relates to three key areas of focus. Figure 24 Recommendations from Focus Group Discussions Agri-tourism Heritage and Culture Water-based activities Promote `Eat Fresh, Buy Promote attractions Develop and support off Local' cam ai n season activities Create agri-learning Package attractions with Develop an inventory of experiences overnight stays exciting activities to take part in at the waterfront i.e. boatin events beaches etc. Develop agricultural links to Create a mythology of the Create and implement tourism Website i.e. hawk area to attract interest harbour Improvement plan si htin s harvestin Build inventory of unique Educate locals on value of Cross promote waterfront agri offerings tourism; establish local buy- activities with restaurants in and accommodations Create tours of farms in Establish methods of cross Attract new water based areas of County; farm open promotion operators i.e. sailing lessons, days watercraft rentals, charters etc. Develop a traditional working Maintain a current web farm' walkin museum tour resence Develop a heritage and culture trail• walkin tours Elgin/St. Thomas Tourism Development and Marketing Plan 43 ~ P a g e 1 ~ Cl Old S millierdickinsonblais~ SWOT Assessment A SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) was undertaken to determine the level of preparedness of Elgin County, based on historical tourism reports and documentation including an analysis of tourism trends for south-western Ontario. This analysis provides insight into the competitive advantages of Elgin/St. Thomas and what gaps exist that negatively impact its competitive positioning. Strengths Partnership Opportunities • Elgin/St. Thomas has a range of `partners' to help promote and attract visitors to the area; o There are developed tourism partnerships with Norfolk and Haldimand Counties and a general willingness between the three counties to collaborate on a regional marketing strategy. o Similarities of core attractions within the three counties, giving strength to marketing efforts. • There is a strong volunteer base on which to build tourism development efforts. • A well structured delivery of tourism services which is a working partnership managed by the County; • A highly motivated business community that includes recent and experienced tourism operators. Competitive Costs Structure • There are cost benefits for tourists visiting Elgin/St. Thomas. Camping and roofed accommodations are reasonably priced and the general cost of leisure travel is low within the area. • There is a range of pricing of products and services to accommodate a variety of visitors. • The area has competitive labour costs in hospitality, keeping consumer costs low. Access and Location • Elgin/St. Thomas is ideally situated to capture domestic and international travel. It is also fortunate to have a myriad of natural resources and assets in the area which are very popular among travellers. • Neighbouring counties have complementary attractions i.e. auto racing, motorsports, horse shows and fairgrounds. Elgin/St. Thomas Tourism Development and Marketing Plan 44 ~ P a g e faCtOi~ mil lierdickinsonblais~ • The region is less than a 2 hour drive from the nearest U.S. border crossing and international airport. • 16 million people living within a four hour radius and 9 million are living within a 3 hour radius. • Visitors have a comfortable drive to Elgin/St. Thomas and good access via 400 series highways, as well as provincial highways. • It's location on Lake Erie provides access to the waterfront in the form of municipal beaches, provincial park campgrounds and marinas. Broad Range of Outdoor Activities • The area is a `natural' for outdoor activities and adventure tourism. 0 8,816 RV/campsites within the region with 1,557 sites located in Elgin 0 326 slips are available for transient boaters located at various marinas in the area including 100 slips in Elgin/St. Thomas. These numbers do not include the privately owned marina slips in the area. o The area has 4 provincial parks within its boundaries. o There are numerous sandy beaches, many with access to provincial parks and camping and picnic areas. o Visitors can enjoy a wide range of water based activities -fishing, boating, beaches, marinas, swimming, canoeing, sport fishing, ice fishing, power boating, sailing, waterskiing and windsurfing. • Potential exists for year-round nature based experiences and activities including hiking, biking, cross country skiing, snowmobiling, ATV, golf, birding and photography. Experiences and Attractions Available to Visitors • Elgin/St. Thomas has a wide range of experiences and attractions with which to draw visitors and tourists including cultural and heritage sites, festivals and special events. ElginJSt. Thomas' products have both mass and niche appeal offering opportunities for relaxation, entertainment, learning, skills development, adventure and new experiences. • Part of the area`s watershed is located on the UNESCO Long Point World Biosphere. • There is a wide range of festivals and events in Elgin and St. Thomas. • Many local and area experiences including historical landmarks, culture, performing arts, summer theatre, galleries, farmers markets and an array of festivals/events including: o Sparta (Quaker settlement) o Canada's oldest wooden lighthouse o Historic King George VI lift bridge Elgin/St. Thomas Tourism Development and Marketing Plan 45 (Page ~~~1~dCtOl' S millierdickinsonhlais~. o Innovative windmill farm o Elgin Country Rail Museum, Canada Southern Railway Station and the Iron Horse Festival 0 38 ton statue of Jumbo, Port Stanley Terminal Rail o Cactus and cowboys Festival • Historic sites and landmarks of provincial, regional and national significance are popular with tourists. • Eight museums and historic sites are available for tourists in the area. • There are three wineries to enjoy. • There is a range of core (year round) and non-core attractions. Emerging Agri-Tourism Opportunities • The area has a long history of agriculture and has a well developed offering for visitors with even stronger potential in the future. o Strong agricultural sector I.e. fruit, vegetable, dairy, beef, hog, pig, sheep, goat, grain etc. o Well developed traditional farm operations including greenhouse operations and organic farms. o Local wineries. o Well developed agricultural fairs and u-pick farms. o Eat Fresh, Buy Local Elgin campaign encouraging residents and visitors to enjoy eating local products. • Candidate for Local Food Strategy pilot project, replacing imported foods with local producers. • Taste Traii proposal, leading visitors to culinary destinations throughout the County. • Hosting the prestigious International Plowing Match and Rural Exposition in September of 2010, with an economic Impact of potentially over $20 million to the area. Elgin/St. Thomas Tourism Development and Marketing Plan 46 ~ P a g e '~~~aCtn~ s millierdickinsonblais~. Strong Pattern of Investment • A significant amount of money has been Invested in tourism in the area allowing for some development of product and marketing efforts: o $90,000 has been invested in Elgin County annually for visitor services and Implementing various forms of tourism marketing on a regional and provincial scale. o In total $678,000 has been invested by the Destination Marketing Organizations of the 3 counties with Haldimand and Norfolk Counties investing $320,000 and $268,000 respectively by comparison. The majority of these funds are allocated to communications but is, however, insufFlcient for the development of a comprehensive marketing strategy. Historically, the County has developed a product positioning statements - "Incredible Elgin St. Thomas (discontinued) and "Ontario's South Coast". Recently the County has incorporated a new logo and branding tagline - `Progressive by Nature'. Protection of Environmental Assets • It will be critical for Elgin/St. Thomas to keep a watchful eye on the environment and what could adversely affect the tourism offering in the area. o At present the visitor experience is not threatened with overcrowding or overuse. o Environmental and infrastructures Issues do not adversely affect tourism - water supply is strong and plans are now underway for a county level land use planning framework and more comprehensive approach to growth management. Weaknesses Quality of Experiences and Attractions • Existing tourism attractions have limited appeal to visitors outside of Ontario and most attractions are not offered year-round. • Elgin/St. Thomas has few experiences that have been ranked as `Number 1, Best in Class or Top Tier - St. Thomas's railway heritage is the exception. • Attractions are not unique to the province and there are other areas within a comfortable driving distance of the larger population areas with a more developed product and greater profile associated with their tourism offerings. • Most activities span 3-5 hours while only a few offer activities or experiences that span more than 24 hours. • Overnight guests are spending considerably less in the area compared to provincial average. Elgin/St. Thomas Tourism Development and Marketing Plan 47 ~ P a g e €faCtOi S millierdickinsonblais~. Insufficient Financial Support and Marketing Efforts • The annual Destination Marketing Organization budget of $200,000 may not be sufficient to leverage an effective tourism marketing campaign. Uncoordinated and fragmented marketing efforts i.e. website, external communications have undermined effectiveness of tourism message. • There is a lack of resources for product and experience development in Elgin/St. Thomas. • Municipalities/townships located on the outlying areas of the County perceive that tourism marketing efforts historically have been focussed on the central portion of the County and the City of St. Thomas, not realizing the benefits to all areas. Limited Infrastructure and Tourism Services • There are limited transportation options to the area and within the area. Directional signage to tourism attractions and products is non-existent or in bad repair. • Elgin/St. Thomas have 317 roofed accommodation rooms but the majority are not in close proximity to core attractions. . • The area has a lack of brand accommodations off the 401 corridor. • There is a lack of rural inns, high quality B+B accommodation to reinforce the County experience. Opportunities Improved Organizational Structure • With the Integration of the tourism DMO with the Economic Development and Tourism Services Department, effective communication and engagement of local stakeholders as to the County's marketing and promotional priorities will remain key priority. • Solicit more formal and regular Input on the needs of tourism operators rather than having tourism efforts driven exclusively by Elgin County or the City of St. Thomas. Regular Industry consultation and Involvement will lead to a more unified and comprehensive tourism marketing tool. More funding is required from all tourism partners to ensure a comprehensive approach to tourism development and marketing. This should include DMOs, tourism operators and industry supporters. Enhanced Tourism Infrastructure • Explore the viability of a region-wide incentive programme to attract more new roofed accommodations, This programme would not necessarily include financial incentives, but could take the form of assistance with marketing, promotions, networking, statistics and overall assistance in helping them through the municipal development process to facilitate the permit and approval time; • Examine and enhance highway signage needs, particularly along Highway 401; Elgin/St. Thomas Tourism Development and Marketing Plan 48 ~ P a g e ~rf~dCtOf" S millierdickinsonblais~. • Develop a plan to enhance the offerings of visitor services i,e. rest areas, observation areas; • Identify opportunities for new camping/RV sites near core attractions; and • Work with the Province to become a part of the process to improve access to existing attractions focusing on the (inks that make It easier to get from one region to the next as per the recommendations of the Competitiveness Study. Cluster Experiences • Develop more cluster experiences. Research suggests that visitors are experiencing only one activity and spending very little in the area. Development of experiences should be linked by themes or other characteristics and linked together to form experiential packages. • Explore opportunities to develop interpretative experiences i.e. ginseng and peanut farming, fishing, wineries; • Develop experiences and opportunities in agri-tourism and in locally grown food programs. Market to nearby cities I.e. London; and • Explore opportunities to develop and market eco-tourism operations. Product and Market Development • In moving forward with product development and marketing, it is recommended that Elgin/St. Thomas review the potential events and programs that it can support given its budgetary capabilities. • Develop the area as a culinary/dining destination. Note that few establishments have accredited chefs and/or extensive wine lists -collaboration with the industry is essential. • Encourage the continued development of boutique' shopping opportunities. • Work with the Ontario Ministry of Tourism and Canada Tourism on opportunities for Lake Erie cruise ships. • Explore the opportunities in the meetings and convention market. Statistics Indicate that Elgin is attracting a very modest share of that market. • More than half of the area's overnight visitors are typically on pleasure -work towards refining the offerings in this area based on provincial leisure trends. • Enhance the development of the Erie Shores Wind Farm as a tourism product aimed at the car and motorcycle market. • Explore methods of joint customer service training workshops to increase the level of customer service and satisfaction in the area. • Identify marquis events/attractions (e.g. Iron Horse Festival and railway heritage or Sparta Village and its historical re-enactments) which will position the area to Increase its exposure and new visitation. Develop a policy and define criteria in which events may qualify to become Elgin Tourism Services sanctioned events, and determine goals and measurables, Elgin/St. Thomas Tourism Development and Marketing Plan 49 ~ P a g e ~faCi 01 S millierdickinsonblais~. Effective Marketing • With 30% of area's guests staying overnight market the area as an overnight destination with 2-3 days of tourism interest. (zoos TsRC/iTS Data). • 42% of travellers are visiting friends and relatives -promote the area's attractions to local residents who will act as ambassadors to their visitors. Ensure there is ample promotional material in strategic locations throughout the area. (zoos TsRC/iTS ). • 91% of overnight visitors to the area were travelling in adult-only parties. Ensure that this group is a target market for advertising with activities that will appeal to this demographic segment. • Visitation trends have shown an increase in visitors from overseas countries from 2006 to 2007. Explore promotional opportunities in targeted areas (TSRC/irs zoos. • Develop and monitor a series of Industry metrics that capture tourism visitor information including place of origin, destination, reasons for travel, number in party, expenditures etc. • Expand on already existing rubber tire' market as travellers are staying closer to home and looking for more things to do and see. • Undertake a tourism website development strategy that includes the tools for feedback, inquiries and visitor tracking. Threats • There is an urgent need to protect and promote use/re-use of historical buildings in the region and ensure funding for their continued operation and upkeep. • Funding efforts for the railway have gained little support. • Lack of information on visitor statistics are Impeding marketing efforts and target marketing. • Visitation from the US has decreased by 22% in recent years. • Insufficient funding for programs and product development. • Lack of highway signage is impacting 401/403 traffic capture. • Insufficient and lack of quality accommodations (particularly roofed) is Impacting visitation potential. • Labour force issues are affecting hospitality businesses in the area -recruitment, wages and retention. • While the importance of tourism' is appreciated among community leaders and organizations, the economic impact is not well understood. EIgIn/St. Thomas Tourism Development and Marketing Plan 50 ~ P a g e ~~faCtOf' S millierdickinsonblais~ Elgin/St. Thomas Tourism Development Strategy The Premier Ranked Tourism Destination Framework exercise Identified a range of "Distinctive Core Attractors" with which to frame (ts tourism marketing and development efforts in Elgin/St. Thomas. These attractors Included: • Water Based Activities • Railway Heritage, • Small Town/Village Experience • Outdoor Recreation In the process of consulting with community and tourism stakeholders on the direction for the Tourism Development Strategy these assets were further confirmed. In Tight of these results and the findings from both the Destination Framework exercise and the analysis associated with this report, the following key themes form the basis for developing a Tourism Development Strategy for Elgin/St. Thomas: • Building on Our Strengths o Heritage and Culture o Agri-Tourism o Water-based Activities • Enhancing Our Potential o Product Development o Building Capacity o Effective Marketing + Promotion • Putting the Tools in Place o Sustainable Funding o Partnership Opportunities o Tracking Success and Performance The strategy that follows presents a collective tourism vision, goals, actions, and implementation framework plan to guide tourism development and marketing in Elgin/St. Thomas. Elgin/St. Thomas Tourism Development and Marketing Plan 51 ~ P a g e ~~faCl-.Oj° millierdickinsonblais~ The Vision "The County of Elgin together with the City of St. Thomas wilt be recognized for its vibrant tourism industry, with our communities offering a unique and diverse range of rural, natural and cultural tourism experiences." Elgin/St. Thomas Tourism Development and Marketing Plan 52 ~ P a g e ~aCtoi~ S millierdickinsonhlais~ Strategy + Actions Goal1 -Building on Our Strengths Objective: Enhance our Heritage and Culture Assets Actions: i. Undertake a cultural asset mapping process that identifies the range of assets within the County and St. Thomas. Use the opportunity to share an appreciation for the value of these assets and gain an understanding what supports and threatens their sustainability. a. Having completed the mapping exercise, a strategy should be developed on how to build on the assets in order to sustain and enhance them for future generations. 2. Enhance and/or re-build the existing calendar of events on a tourism website to continue the development and promotion of community and/or village based cultural and heritage events. This calendar should also be promoted in flyers in local establishments and general tourism literature and media promotions. 3. In conjunction with the lower tier municipalities, identify opportunities to undertake the creation of Historic Conservation Districts (e.g. Village of Sparta, Town of Alymer) as a way to ensure that their historic charm and Iconic character is maintained and enhanced. 4. Promote the arts and heritage of EIg1n/St. Thomas by providing a centralized website presence that promotes local artists and artisans. Link local artists and artisans with Elgin/St. Thomas' natural environment and history through the creation of a Talbot Trail Program similar to that of Alberta's Country Soul Stroll. (www.countrysoulstroll.ca). Objective: Develop our Agri-tourism Opportunities Actions: 1. Develop a "Growing Elgin" or appropriately named section on the County's economic development website. Include: a. Recipes that allow for use of local produce; b. Develop a "what's in season?" Zink on the website to promote 4-season interest in local agricultural/agri-business operations; c. Promote local farm and agri-business entrepreneurs through the use of business profiles ("our innovators"); Elgin/St. Thomas Tourism Development and Marketing Plan 53 ~ P a g e ~f~ Ctoi~ S millierdickinsonblais~. d. Provide key statistics on the nature of agriculture and agribusiness operations in Elgin/St. Thomas, climate and growing season, local resources and associations etc.; and e. Provide more comprehensive mapping of agri-tourism operations that combines organic farms, farm gate opportunities, agri-tourism operations, 2. Integrate the marketing and promotion of agri-tourism operators and experiences with the more traditional forms of tourism (e.g. camping, beaches, festivals, culture and heritage). Consider a well targeted consumer marketing effort that links regional food directly with agri-tourism when promoting Elgin/St. Thomas. 3. Conduct a survey of agriculture operations. The results of this audit will be a complete list of agricultural holdings in Elgin/St. Thomas of all sizes and descriptions, which can then be used as a tool to demonstrate the area's strengths in the area of economic development and tourism potential. 4. Once the audit of all agricultural operations is complete, Elgin/St. Thomas should undertake an assessment of agri-businesses who show agri-tourism potential. Further assessment of these businesses should be completed using a standardized evaluation form including any crops/experiences that could be further developed to become a part of the agri-tourism initiatives of the County. This process will also identify operators/producers who have a unique offering but are in need of assistance with product development. Objective: Expand our Water-based Activities Actions: 1. Identify opportunities to partner with the lower tier municipalities and private landowners in the development of water based recreational opportunities and activities. This could include: a. Supporting the development of local waterfront recreational plans that identify opportunities to enhance the area's tourism potential. These plans should enable a broad range of activities, event areas and other amenities that will lend itself to a resort ambiance for the area. Encourage a program of civic enhancement for the waterfront area and create an area of excitement and entertainment. These plans could be completed in conjunction with the County's proposed growth management plan and county official plan process. b. Facilitating the creation of port area development plans (e.g. Ports Stanley, Burwell, Bruce, and Glasgow) that includes possible residential development opportunities, commercial activities etc. Elgin/St. Thomas Tourism Development and Marketing Plan 54 ~ P a g e ~~-faCtOj~ S miilierdickinsonblais~. i. Work with appropriate municipalities to conduct a harbour infrastructure assessment to determine sufficient capacity for future development and to address urgent issues that require mitigation. c. Continuing to work with Port Glasgow developers to ensure timely progress on their waterfront development. Assist in the process of communications and public consultation. 2. Work with other waterfront developments and business operators to cross promote agri- tourism initiatives and heritage/culture offerings. Goal 2 -Enhancing Our Potential Objective: Increase Product Development Actions: 1. Identify three or four tourism destinations/products (e.g. Port Glasgow, Iron Horse Festival, Sparta Village, Port Stanley Waterfront) that can be developed Into iconic attractions to lure visitors to the region. Work with local planning departments to identify potential development areas and the steps necessary to secure appropriate zoning and infrastructure requirements. 2. Work with the local Chambers of Commerce to develop an Elgin/ St. Thomas Tourism Service Awards program as a way to encourage tourism businesses to maintain or develop high levels of customer service. 3. Provide links to key resources for starting and running your own small business in the County/St. Thomas (e.g. www.canadabusiness.com (online small business workshops on marketing, financing, planning, e-business) as part of the enhancements to the County's tourism website. 4. Liaise with the Ministry of Tourism`s Investment and Development Office to identify third party tourism Investment opportunities for Elgin/St. Thomas. MTR works directly with investors to organize tourism investment trips to Ontario as well as municipalities interested in attracting tourism investment. In the case of the latter this includes assistance with business case development or feasibility assessments as well as connecting municipalities with the investment community. Facilitate industry partnerships by supporting and enabling the packaging of tourism experiences that include planned Itineraries, bundled experiences and options for overnight stays. Encourage a four season approach to local tourism activities. 6. Consider developing a methodology for assessing the market readiness of tourism operators/business participants. The County should consider a broad based method for inviting tourism operators who are interested in being included or featured in a tourism Elgin/St. Thomas Tourism Development and Marketing Plan SS ~ P a g e ~faCtOl' millierdickinsonblais~. package and then providing an evaluation of those businesses or operators based on selected criteria. Criteria could include: a. Dining/eating facilities b. Picnic areas c. Washrooms d. Bus turnaround/parking e. Shopping -products to purchase f. Bilingual services g. Accommodations h. Things to do/see/make/experience i. Season(s) and hours of operation j. Self guided or toured k. Wheelchair accessible 7. Encourage improvements to Elgin/St. Thomas' accommodation base including the development of new properties and upgrades to existing properties. Support the development and expansion of the County's accommodation base in areas that are in proximity to Elgin/St. Thomas' key attractors. Objective: Build Capacity among Tourism Industry Actions: 1. Develop a "Be a tourist in your own County" program as a way to develop a stronger awareness about the value of tourism among local resident and businesses. This will heighten awareness among residents and businesses which in turn raises awareness in the visitors, friends and relatives market. 2. Define tourism priorities on an annual basis through analysis of emerging trends and visitor statistics, as well as feedback comments. This should Include regular and ongoing communication with stakeholders regarding tourism Initiatives and progress at the local level. This could be done in the form of newsletters or e-blasts, annual industry/networking events, presentations at key community venues, etc. 3. Work with key tourism partners to define their roles with respect to tourism development, management and marketing in Elgin/St. Thomas. These partners Include: a. County of Elgin b. Municipalities and Towns c. Chambers of Commerce d. Business Improvement Areas e. Neighbouring Counties f. Others 4. Partner with the Ministry of Tourism and Culture and Fanshawe College to implement annual tourism workshops that provide "market readiness" training for the tourism Industry in order to further develop the skills and capacity of local tourism operators. Elgin/St. Thomas Tourism Development and Marketing Plan 56 ~ P a q e ~~f~ ctoj' S millierdickinsonblais~. 5. Develop a business case/feasibility study for the attraction of additional accommodation investment (e.g. hotel, small inns, B+B's etc.) that includes detailed information on the visitor levels to the County of Elgin, festival and event attendance, tourism attraction efforts, sporting event opportunities etc. Objective: Effective Marketing and Promotion Actions: 1. Develop a strong awareness about Elgin/St. Thomas' tourism assets through an effective marketing program. Full consideration should be given to the background and economic analysis associated with the preparation of the Tourism Development Strategy. A marketing plan should include: a. The incorporation of the County's recent branding effort ~~Progressive by Nature" and integration of the existing °Ontario's South Coast" brand. b. A gateway and highway signage program that includes locations for signage that attract people to the County and identify attractions, town centres, local businesses, points of interest, vista points, etc. c. A communication strategy for reaching the public, local operators and visitors to the region. Currently there are four tourism kiosks in the area. Kiosks are an ideal area for advertising opportunities creating exposure for local operators and revenues for the County. d. Recommendations for enhanced website content and functionality including trip planning, calendar of events, mapping, web (inks etc. e. An Internet strategy and a target market focus including the use of social networking tools (Facebook, MySpace, LlnkedIn) to enhance promotional efforts. f. Recommendations for advertising and collateral materials. g. The development of a portfolio of local stories, businesses and entrepreneurs that can be used in a variety of marketing and promotional efforts. 2. Create a comprehensive network of links between destination portals and individual business and associations' websites and among individual businesses within the organization. 3. Develop tourism website content that is dedicated to the range of Elgin/St. Thomas' tourism experiences with particular focus given to heritage and cultural attractions, water-based activities and agri-tourism experiences to attract Ontario and Canadian leisure travellers. Promote the use of the site by local businesses, lower tier municipalities, and other economic development type organizations. ElginJSt. Thomas Tourism Development and Marketing Plan 57 ~ P a g e ~~faC~O~' S millierdickinsonblais~. 4. Visitor Information needs to be available in multiple, high level traffic locations such as the County's provincial parks, the retail districts of St. Thomas, Aylmer, Port Stanley, Dutton, Sparta etc. and at the key gateways to the County. At each location, information on all County experiences, facilities and services need to be available year round. Currently there are four tourism kiosks in Elgin/St. Thomas located at Lakeview Gardens in Eagle, the caboose in St. Thomas, the library in Port Stanley and the lighthouse in Port Burwell. It is recommended these kiosks, through signage and furnishings Incorporate a look and feel that is consistent with the Elgin County Brand. As two of the kiosks operate from establishments that are not owned or operated by the County of Elgin or City of St. Thomas, it is recommended consideration be made to locating stand-alone properties to house tourism information in the future. Goal 3 -Putting the Tools in Place Objective: Identify Sustainable Funding Sources Actions: 1. Elgin/St. Thomas should take a lead role in exploring opportunities to secure program funding from the Ontario Market Investment Fund. This recently announced program from the Province is intended to assist communities in the promotion of consumer awareness of Ontario-produced foods and encourage the purchase of local food. Specifically, the fund is intended to support industry and local food network marketing and coordination efforts 2. Explore a different funding model to develop and enhance the tourism marketing budget that includes partnership contributions by non-traditional partners and product sales to visitors. This effort should include: The development and promotlon of an enhanced member benefit program that details the benefits of becoming a member of Elgin Tourism Services. The County should undertake a membership awareness program to educate the tourism operators currently in the County that are unaware of the program. b. Enhancing the County's opportunities to secure funding through web advertising, ads in collateral material and event sponsorship. c. Pursuing private sector partners to sponsor major events and programs (e.g. International Plowing Match, Iron Horse Festival etc.) 3. As appropriate, give consideration to the introduction of a destination marketing fee (DMF). It will be important to examine the feasibility of a DMF in conjunction with input from tourism industry stakeholders prior to any implementation of such a fee as it can only be done if the majority of stakeholders are in agreement and with sufficient properties to make a DMF viable. A DMF has worked successfully in other areas including Stratford and Kingston, where the DMF applies to the accommodations sector only and is voluntary on the part of the consumer. With the recent announcement of the merging Elgin/St. Thomas Tourism Development and Marketing Plan 58 ~ P a g e {aCtOI' S millierdickinsonblais~. of GST/PST to a harmonized sales tax structure, Elgin/St. Thomas should give careful consideration to the ramifications of this new system and the possible implications to increased taxation on the area's visitor. Objective: Pursue Partnership Opportunities Actions: 1. Facilitate more effective partnership opportunities through education and networking opportunities. Undertake quarterly networking sessions that promote dialogue between industry partners and foster a growth in packaged tourism products and experiences. Consideration should be given to including a ~~trade floor" component to the networking sessions that feature local food, tourism products and services. 2. Explore opportunities to partner with communities and or operators that offer complementary product elsewhere in the region or enable the development of a broader network for tourism products and experiences e.g, water-based tourism (e.g. marine boat tours, dinner charters, diving charters) agri-tourism and culinary tourism, golf tournaments, bicycle races, birding etc. 3. Identify potential partners/catalysts who are willing to be active participants in the development of priority product types and themes. These partners can be private business operators, tourism groups or speciality niche businesses (e.g. a sponsor of a biking marathon could be a manufacturer of bikes, running shoes or even a refreshment product). Develop a tri-level sponsorship program offering rewards and benefits based on level of support and funding. Objective: Tracking Success and Industry Performance Actions: 1. Fundamental to the successful implementation of the Tourism Development Strategy and Marketing Plan will be the creation of a tracking tool that measures the outcomes for each and every marketing campaign. The tracking tool should establish a system for collecting and analyzing data In a timely way including: a. Informal contact with customers and visitors will be a valuable source of anecdotal feedback as to how well the area and the service is being received, how they heard of the area, where they are from etc. This information will be valuable to Elgin Tourism Services as they plan for subsequent events and attractions. This information can be collected during major festivals and events being hosted in the County or St. Thomas and cost effectively by involving volunteers or students from the community. b. Include unique identification numbers/names attached to all print and broadcast media advertisements or web-based offers and newsletters. For Elgin/St. Thomas Tourism Development and Marketing Plan 59 ~ P a g e f aC~C)1~ millierdickinsonblais~. example, a promotion could refer to °ask to speak to Amy' for more information on [Elgin/St. Thomas]", or coupons numbered in recorded sequence will identify the trade event or promotion where the contact was made. This information can be collected in the same fashion as visitor responses to operator Inquiries and will be a valuable resource when determining which media to utilize for various purposes. c. Track responses to campaigns that are directed to the County website. Again, this information will be extremely valuable (n determining seasonality of Inquiries, subject matter and reason for the inquiry. d. Develop a formal method of data collection for visitor statistics during peak tourism seasons. This type of survey can be administered by summer tourism students and become an ongoing part of the tourism process to gauge the travel patterns and satisfaction levels of Elgin/St. Thomas visitors. e. Introduce feedback forms at local tourism establishments and at strategic points throughout Elgin/St. Thomas, which will also contribute to the County's level of knowledge of their visitors and enable them to correct deficiencies, enhance areas of potential and work towards meeting the needs of travellers in the future. 2. Conduct an annual tourism business survey in partnership with local Chambers of Commerce and BIA's. Track findings and report on strengths and areas where improvements are required. Communicate this Information together with the results of the tourism research program to the broader tourism industry in the form of the state of industry update. a. Design and Implement a cost effective tourism research program that includes collection of local occupancy data, visitor survey data, Ontario tourism market data and product research. Elgin/St. Thomas Tourism Development and Marketing Plan 60 ~ P a g e ~~faC~01' S millierdickinsonblais~. Implementation Matrix The matrix that follows sets out priorities, timing and where appropriate budget implications with the respect to the implementation of the Elgin/St. Thomas Tourism Development Strategy. It also provides direction with respect to those actions that will be incorporated Into the proposed Marketing Plan that follows in Section II. Goal 1 -Building on Our Strengths Ob'ective Recommended Action Priorit Timin Bud et Undertake a cultural asset mapping Strategic process and develop a strategy to high 2010 Activity enhance and build on the assets. t Enhance the calendar of events ' Marketing Her itage and Portion of the County s tourism high 2010 Activity website. Culture Assets Identify opportunities to create medium 2012 Strategic historic conservation districts. Activit Promote the arts and heritage of Marketing Elgin County through a centralized high 2010 Activity website resence. Develop a ~~Growing Elgin" section on ' Marketing s economic development the County medium 2010-2014 Activity website. Integrate marketing and promotion 2010 - Marketing of agri-tourism with traditional forms high 2014 Activity Develop Agri- of tourism. Tourism Conduct a survey of agriculture Opportunities operations that can be used in the medium 2011 Strategic promotion of the region's tourism Activity otentlal. Undertake an assessment of agri- Internal businesses who show agri-tourism medium 2011 Activity otential. Elgin/St. Thomas Tourism Development and Marketing Plan 61 ~ P a g e ~faCtOl S miilierdickinsonblais~. Identify opportunities to partner with municipalities and landowners in the medium 2011/2012 Internal development of water based Activity recreational o ortunities Support the development of local recreational plans that identify opportunities to enhance area's Expand tourism potential. Pursue a county medium 2012/2013 Internal Water-based wide approach as part of the Activity Activities County's upcoming growth management plan and official plan rocess. Facilitate the creation of port area Internal development plans that includes low 2013/2014 Activity develo ment o tions Continue to work with Port Glasgow Internal developers to ensure timely progress high 2010 gctivity on their waterfront develo ment. Work with waterfront developments and business operators to cross medium 2010/2011 Internal promote agri-tourism Initiatives and gctivity herita e /cultural offerings Elgin/st. Thomas Tourism Development and Marketing Plan 62 ~ P a g e ~f~C101" S millierdickinsonblais~ Goal 2 -Enhancing Our Potential Ob'ective Recommended Action Priorit Timin Bud et Identify and develop three tourism Marketing opportunities that can be developed into high 2010-2014 Activity Iconic attractions. Work with the local Chambers of Commerce to develop a County of Elgin/ medium 2010(2011 Internal St. Thomas Tourism Service Awards Activity ro ram. Provide links to key resources for high 2010 Marketing startin and o eratin a small business Activit Ltaise with the Ministry of Tourism's Investment Development Office to high 2010 Internal identify third party tourism investment Activity 0 ortunlties for the Count of EI in. Increase Develop a signage policy for tourism Product directional signage incorporating the Development new Elgin County brand with a Internal consistent look and feel. Create high 2010 gctivity Gateway signage on Kings and Queens Highways where they connect with the Count . Facilitate industry partnerships by 2010 - Internal supporting and enabling the packaging high 2014 Activity of tourism ex eriences. Develop a tool for assessing market Strategic readiness of county tourism medium 2011 Activity o erators businesses. Encourage improvements to local 2010 - Internal accommodation base and the medium 2014 Activity develo ment of new ro erties Develop a "Be a tourist in your own medium 2010 -2014 Marketing Count " ro ram. Activit Define tourism priorities on an annual basis through analysis of emerging high 2010 -2014 Internal trends and visitor statistics, as well as Activity feedback comments. Build Capacity Define roles of key tourism Among organizations and bodies with respect to high 2010 Internal tourism development, management and Activity Tourism marketin in the Count . Industry Work with partners to implement tourism workshops that provide "market medium 2010-2014 Strategic readiness" training for the tourism Activity Indust Develop a business case/feasibility Strategic study for the attraction of additional high 2012 Activity accommodation investment. Elgin/St. Thomas Tourism Development and Marketing Plan 63 ~ P a g e faCl01' S miilierdickinsonblais~ Goal 3 -Putting the Tools in Place Ob'ective Recommended Action Priorit Timin Bud et Take a lead role in exploring opportunities to secure program medium 2010-2014 Internal funding from the Ontario Market Activity Investment Fund. Identify Explore a different funding model to Sustainable develop and enhance the tourism Funding marketing budget that Includes medium 2010 Internal Sources partnership contributions by non- Activity traditional partners and product sales to visitors. Give consideration to the introduction low 2012/2014 Internal of a destination marketin fee DMF . Activit Facilitate more effective partnership Strategic opportunitles through education and medium 2010-2014 $500/year networkin o ortunities. Explore opportunities to partner with Pursue communities and or operators that high 2010 Internal Partnership offer complementary product Activity Opportunities elsewhere in the re ion. Identify potential partners/catalysts who are willing to be active participants high 2010 Internal in the development of pr(ority product Activity t es and themes. Establish a tracking tool for collecting and analyzing data in a timely way. This should include: a. Informal contact with Marketing customers 2010 - Budget Tracking b. Unique numbers/names medium 2014 And Interna) Success and attached to print material Activity Industry c. Tracking responses to various Performance campaigns d. Data collection during peak tourism seasons Administerin of feedback forms Conduct an annual tourism operator 2010 - survey in partnership with local medium 2014 $1,500/year Chambers of Commerce and BIA's. Elgin/St. Thomas Tourism Development and Marketing Plan 64 ~ P a g e ~~~ r actor s millierdickinsonblais~. 01 ~•+ L RO r-, ~- ~L s I-- .~ m Tourism Marketing Premise and Purpose This second section of the Elgin/St.Thomas Tourism Strategy and Marketing Plan focuses on the goals and implementation of a marketing plan for Tourism. It builds on the research, findings, analyses, input and recommendations identified in the previous section. The term ~~Elgin County" as used throughout this section of this strategy shall be considered inclusive of St Thomas. The purpose of the marketing plan is to define the marketing goals, programs and actionable tactics that need to be implemented in order to effectively increase tourism in Elgin County. The premise of all marketing activities described herein is to promote tourism by: Positioning Elgin County as a tourism destination and making residents, prospective and current visitors aware of the vast array of things to do and places to stay in E/gin County, Tourism Marketing Goals and Objectives The reason for investing in the promotion and marketing of the tourism sector is to attract and retain tourism investment, create employment, diversify the economy and broaden the tax base. The purpose of the marketing strategy is to provide Elgin County with a set of tactics designed to increase tourism in Elgin County. Specifically, the marketing strategy is focused on achieving the following 3 goals: 1. Increase the amount of people that visit Elgin County, 2. Increase the length of time that visitors stay in Elgin County, 3. Increase the amount of money that visitors spend in Elgin County. The goals of the tourism marketing strategy are designed to be aligned with the goals of the overall Tourism Development Strategy. Elgin/St. Thomas Tourism Development and Marketing Plan 65 (Page ~~~d CtOI S millierdickinsonblais~. Increase the Amount of People that Visit Elgin County A variety of integrated campaigns and marketing tactics need to be launched to attract new visitors to Elgin County, to increase repeat visitors and to Increase referrals. These tactics should Include: • Active advertising and promotion (radio, brochures, guide, online marketing, social media) • Improve website to make it easy and enticing to find out about attractions and to visit Elgin County • Improve wayfinding and directional signage to Elgin/St. Thomas' tourism destinations from major transportation arteries. • Establishment and nurturing of media relations • Increase quality and promotion of events • Increasing the quantity of tourism products and services 2. Increase the Length of Time that Visitors stay in Elgin County, Active promotion of tourism product must be undertaken to Inform visitors of the many things that they can do when they visit Elgin County, thereby encouraging a longer stay. Additionally, visitors from further away (more likely to stay longer) will be targeted. The tactics include: • Making it easy to find out about what to do and where to stay • Increasing the quality and amount of available Information about all tourism products • Increasing referrals among tourism operators • Improving tourism kiosks • Changing the perception of Elgin County to being recognized as a tourism destination 3. Increase the Amount of Money that Visitors spend in Elgin County. Goals 1 and 2 will result in visitors staying longer and enjoying more tourism products, thereby resulting in an Increase in tourism spend. Additionally target marketing, improved product quality and tactics to encourage spontaneous spending will increase the tourism spend per visitor. The tactics Include: • Actively promote products targeted at affluent visitors, • Increase the quality of tourism products to Increase prices, • Encourage spontaneous spending with point of sale cross promotion and with more local temporary and permanent signage or advertisements. Alignment of Goals The goals of the tourism marketing strategy are designed to be aligned with the goals of the overall Tourism Development Strategy. Elgin/St. Thomas Tourism Development and Marketing Plan 66 ~ P a g e ~~~1 Ct01' S millierdickinsonblais~ Tourism Product Asset Analysis To gain the understanding required for the development of an effective tourism strategy, a tourism product asset study was conducted. The complete inventory is included in the appendix. A total product inventory of 267 tourism product assets is included in this analysis. Product by Community Communities 90 80 70 60 50 40 30 20 10 0 et acs ~A° ~2S ~A.~ .~aa ~a a5 ~P~~F 0ar ti'~\~ oJ~ya e`'~~ a`ar J~,ccP ~roco o° °~ Gec oc\ l~ oYd` Edo ~~. os` ~c~ o~ aLy ~ ,~.Q ~.Q ~ (?Qa ~C~ o~O a~~ ~C9 Cyr ~~c~ `\Qa a\~ ~a`~G ,~o ~o~ Sao pQ o c` c^° This diagram describes the quantity of all tourism products by community. It becomes clear that while there is tourism product spread throughout Elgin County, the municipalities are almost split in half: More tourism product: • St Thomas • Municipality of Central Elgin • Municipality of Bayham • Town of Aylmer Less tourism product: • Municipality of Dutton/Dunwich • Municipality of West Elgin • Township of Malahide • Township of Southwold Elgin/St. Thomas Tourism Development and Marketing Plan 67 ~ P a g e ~€~FaCt01 ~. S miilierdickinsonblais~ Product by Category Existing product assets sorted by the categories identified in the Tourism Strategy Part 1: Agri-tourism, Heritage and Culture, Water-based activities. While there is a base of asset in these three categories, many Elgin County assets fall outside. The amount of water-based activities, in particular, is very low. Product by Type Tourism assets were further categorised by type of asset. It becomes apparent that there is a range of choice for a visitor for accommodations or for food and beverage. The rest of the attractions fall Into two categories: 1. Mid-high volume and choice Including: a. Art, heritage, culture attractions b. Shopping options c. Adventure, sports, recreation 2. Low or no volume and choice a. Natural attractions b. Festivals, events c. Entertainment d. Tours/packages Elgin/St. Thomas Tourism Development and Marketing Plan 68 ~ P a g e ~~~fdCt01~ S millierdickinsonblais~ Types 120 100 80 60 40 20 0 ~oaa~oe 0,~iaAe ~ oeai~- z~po~< a~,ec~ c~~cc GJ\~~c~ roQ~cA 2!aA~ o~re< 0 0 ~ ~ `' o c~ z\ eicy ~, 9 e~ea P~~~ oaaa ~P~a ~~cJ ey,Ja ~c~ ei~y0 '~oo< Qo ~a,`pia Pa F P~~ Accommodations by Type Further analysis of the Accommodation category Identified that the largest choice is available in either Hotel/Motel or Campground. This chart Identifies an opportunity for the establishment of more B&B operators in Elgin County. Elgin/St. Thomas Tourism Development and Marketing Plan 69 ~ P a 9 e ~faCt01' S millierdickinsonblais~. Product by Target Tourist Tourism product was further sorted based on which target group would enjoy the product most. The key finding here is that all ages are suitable for the majority of the attractions in Elgin County. The chart also identifies a large number of nightclubs/bars where age of majority is required for participation. Product by Cost Perception Attractions are perceived to be on the mid/high end of the fee/value spectrum. This indicates that the County should not be marketed as a "low cost" travel destination, rather that the focus should be on the tourism experience Itself. Elgin/St. Thomas Tourism Development and Marketing Plan 70 ~ P a g e ~1 aCtOl" S millierdickinsonblais~ Product by Geographic Distribution When mapping the available tourism products it becomes apparent that: 1. There are many tourist products available all over Elgin County, and 2. There are clusters in some areas, specifically in: a. Port Burwell b. Central Elgin c. Aylmer d. St Thomas e. Port Stanley Elgin/St. Thomas Tourism Development and Marketing Plan 71 ~ P a g e ~'~I~aCt01 millierdickinsonblais~. Marketing Approach When reviewing the results of the tourism product asset analysis, it becomes apparent that Elgin County already has an extensive quantity of tourism product at various quality stages, suitable for a variety of target audiences and spread out over the entire County. This is excellent as it provides a strong foundation for effectively increasing tourism. While many of the recommendations in the first part of this report are forward-looking and deal with the exploration and development of new tourism product, this part of the report is focused on the promotion of "what we have". There is lots of product available in Elgin County already and it is ready to be more effectively promoted. At the same time, we support recommendations from the first part of this report to help operators improve the quality of their tourism experiences on an ongoing basis and we recommend that they also (earn to improve the quality of their own marketing. To summarize, the marketing approach is to: "Promote What We Have". This will be achieved through the implementation and ongoing management of the following 3 programs: 1. Primary Lure Attractions 2. General Tourism Attraction 3. Partnership Program The implementation and management of these programs breaks down Into a set of actionable tasks, described under "Marketing Strategy Implementation". Elgin/St. Thomas Tourism Development and Marketing Plan 72 ~ P a g e ~~fdCTOI' millierdickinsonblais~. Primary Lure Attractions As per the recommendation in the strategic plan to develop three iconic attractions, we recommend that Elgin County should build on and promote the following attractions: • ~ ~ ~ Elgin County Culinary Trail '3~ Ports of Elgin County `i i ~' Railway Capital of Canada Strategic marketing programs built around these three themes will enable Elgin County to increase a broad variety of tourism, while also meeting many of the strategic objectives described in the first part of this plan, specifically for enhancing heritage and culture assets, developing agri-tourism opportunities and expanding water-based activities. For each of these attractions an icon or logo should be created, mini websites, brochures, an online marketing campaign and extensive promotion and cross promotion advertising should be encouraged and conducted. All tourism operators participating in these programs need to be taught how to update the basics, such as their own information, their own events and their own news, on the Elgin County Tourism website. Elgin/St. Thomas Tourism Development and Marketing Plan 73 ~ P a g e faCt.Or S millierdickinsonblais~ Elgin County Culinary Trail With a focus on agri-tourism, the Culinary Trail program has the potential to become one of Elgin County's primary lure attractions. Program Components This program will encompass the following seven agri-tourism cornerstones: 1. Farm Experiences 2. Wineries 3. Farmers Markets 4. Eat Fresh, Buy Local S. Culinary Experiences 6. Festivals 7. Culinary Events/Tradeshows Alignment with Strategy The Culinary Trail program aligns with many of the recommendations in the strategy, including: • Develop agri-tourism opportunities • Develop "Eat Fresh, Buy Local" on the website • Develop a consumer marketing effort for "Eat Fresh, Buy Local" • Facilitate industry partnerships by supporting and enabling the packaging of tourism experiences • Develop strong awareness through effective marketing program • Develop a tourism site with particular focus for target markets Target Audience The primary target audience for the Culinary Trail program will be local residents who are encouraged to participate in attractions and to invite visiting friends and family to participate. The secondary target audience will be the Hamilton/Toronto aged 30-70 affluent visitors, families and couples looking fora °city escape" and likely to spend more money and stay longer than the current average Elgin visitor. Elgin/St. Thomas Tourism Development and Marketing Plan 74 ~ P a g e ~~dCt01~ S miilierdickinsonblais~ Primary Marketing Tactics The Culinary Trail will be described on a special website that is part of the Elgin tourism website and in a printed brochure. An online event calendar will enable the promotion of all related events from farmers markets to festivals. A graphic emblem will need to be created to represent the culinary trail. The emblem should Include the full name of the Culinary Trail (for example °Elgin County Culinary Trail"). The culinary trail will be promoted on the Tourism website, on a special brochure, at tradeshows and events and on signage. Member Participation The Elgin County Culinary Trail program should be run as aparticipant-member program in which all members agree to cross-promote other culinary trail participants and are all provided with promotional material to distribute to guests. We recommend that a fee is charged for participation. Culinary Trail participants would automatically be members of Elgin Tourism Services, providing them with a set of online tools including customer satisfaction surveys and a website directory page that can be used for self-promotion. Elgin County Culinary Trail Components Farm Experiences As part of the culinary trail program, farm visits and fruit picking will be presented in an engaging, Inviting fashion, with plenty of pictures to convince visitors that they wlll have a unique experience. Emphasis should be on quality family time, teaching city children about the origin of foods and making it fun with experiences that include access to animals, corn mazes, wagon rides and more. Elgin/St. Thomas Tourism Development and Marketing Plan 75 ~ P a g e faCt~r S millierdickinsonblais~. Winery Tours and Visits A popular destination for couples and romantic weekends, wineries in Elgin County should begin to compete with the offerings in the Niagara region and develop tours and overnight packages. Professional quality photographs and high quality, luxury amenities will draw affluent Toronto couples for a visit. Focus on quality, service and the creation of a superior experience will be critical to ensure word-of- mouth referrals and repeat visitors. Farmers Markets An excellent local and visitor attraction that increases the distribution of local produce, farmers markets are already being held in many locations throughout the County. These markets need to be promoted more effectively to local residents and on the website to build up visitor traffic and to increase the knowledge of the availability of fresh, local foods. The program should be organized in partnership with the Elgin County Eat Fresh! Buy Local! Association. Eat Fresh! Buy Local! We encourage the continuation and ongoing growth of the "Eat Fresh! Buy Local!" program and recommend that Its promotion be increased by connecting it to the larger Culinary Trail program. Website promotion including clickable links to the vendors and links to Google maps for each vendor will increase accessibility of the information for tourists. +` >i.. ^ c e ~: ~ ~ , , r,,/l/ A ~~ ~~' ~,©C Lastly, as per the recommendation in the strategy, a local resident campaign to promote and advertise the ~~Eat Fresh! Buy Local!" program as part of the Culinary Trail should be launched. Elgin/St. Thomas Tourism Development and Marketing Plan 76 ~ P a g e ~faCtoi' S millierdickinsonblais~ Culinary Experiences The cornerstone of the Culinary Trail will be the presentation of a variety of culinary experiences including cafe's, tea-rooms, beach-side fish & chips, family restaurants and restaurants renowned for their culinary excellence. With over 100 food and beverage operators, Elgin County offers plenty of choice. A guide should be produced to make it easy for visitors to see what the price ranges, types of meals, ethnic specialties and locations of the culinary establishments are. Online, a rating system can be put in place to let visitors see what others thought of the establishment and also to provide feedback on the experience and customer service. Green Frog Tearoom Festivals Agricultural and harvest festivals, such as the Rosy Rhubarb Festival, should be actively promoted as part of this program. Promotion should include a calendar or listing on the website and brochure of all agriculturally themed festivals, with links to websites where they exist and many photographs to encourage people to attend. A Culinary Trail Booth should be set up at all relevant festivals. Culinary Events/Tradeshows Culinary events, such as the London Wine & Food Show can provide an excellent venue for promoting Elgin County to a very targeted audience. Events such as these can be used for ongoing outreach and promotion with a goal of attracting tourists to experience the Elgin County Culinary Trail. Elgin/St. Thomas Tourism Development and Marketing Plan 77 ~ P a g e Q~1aC~01' S miilierdickinsonhlaisd,~ Ports of Elgin County Elgin County has more municipalities that are "Ports" than any other County or Region in Canada. The "Ports of Elgin County" can collectively become one of the key lure attractions, increasing shopping, use of accommodations, waterfront recreation, restaurant and night club visits and surrounding area sight-seeing. Program Components This program will encompass the promotion of the following tourism products: 1. Shopping 2. Accommodation 3. Waterfront and Recreational Activities 4. Restaurants and Nightclubs 5. Arts and Heritage and Other Attractions 6. Festivals and Events Alignment with Strategy The Ports of Elgin County program aligns with many of the recommendations in the strategy, Including: • Facilitate the development and promotion of community based heritage events • Promote the arts and heritage of Elgin County on a website • Facilitate the creation of port area development • Facilitate Industry partnerships by supporting and enabling the packaging of tourism experiences • Work with waterfront developments and business operators to cross promote with agrl-tourism and heritage offerings • Develop a program of events to be promoted on the website and in media • Develop strong awareness through effective marketing program • Develop a tourism site with particular focus for target markets • Pursue Partnership opportunities for the development of priority product types and themes EI m/St. Thomas Tourism Develo ment and Marketin Plan 78 P a e ~~ 9~ p 9 ~ 9 factc~i' S millierdickinsonblaisd,~. Target Audience The primary target audience for this program will be affluent couples and outdoorsy families from London, Hamilton, Burlington, Oakville, Brampton and Mississauga. The focus will be on reaching an audience that will spend a higher than average amount of money and stay for a long weekend or a full week. The secondary target audience will be local residents that will be informed about events and attractions and encouraged to invite friends and family to participate in activities. Lastly, Canadian and American boaters will be targeted through selected advertising campaigns. Primary Marketing Tactics The Ports of Elgin County will be described as visitor destinations on the website and in a printed brochure. A graphic emblem will need to be created to represent the Ports of Elgin County. The emblem can then be used on the website, on the brochure, on signage and can be shared with Ports of Elgin County program participants for further marketing of the brand. In addition to the attractions, activities and accommodations available, a calendar of festivals needs to be included in all promotional material and festivals should be promoted all year round to encourage visitors. Targeted advertising campaigns will need to be developed to reach niche audiences, such as boaters or sport fishers. Member Participation The Ports of Elgin County program should be run as aparticipant-member program in which all members agree to cross-promote other program participants and are all provided with promotional material to distribute to guests. We recommend that a fee is charged for participation, which is justified due to exposure provided by the County through the program marketing. Ports of Elgin County participants would automatically be members of Elgin Tourism Services, providing them with a set of online tools including customer satisfaction surveys and a website directory page that can be used for self-promotion. Elgin/St. Thomas Tourism Development and Marketing Plan 79 (Page ~~j~faCtnl millierdickinsonblais~. Ports of Elgin County Program Components Shopping For many tourists, shopping is a part of the Accommodations From campgrounds to Inns, providing information about places to stay will make it easier for visitors to make the decision to visit the Ports of Elgin County. Inclusion of all accommodations on the main Elgin County directory will ensure better access to information by tourists. At this time, some towns are not promoting their assets on the County directory at all. Local B&B It will also be important to hold workshops to train accommodations operators how to promote themselves online. At this time, many accommodations listings are incomplete, don't feature a website and have either no photography or poor quality photographs. Elgin/St. Thomas Tourism Development and Marketing Plan 80 ~ P a g e ~~~. fdCt01~ S millierdickinsonblais~. Waterfront and Recreational Activities Beaches, boating, canoeing, sport fishing and other water-based and waterfront activities can be promoted through this component of the Ports of Elgin County program. More information about tourism operators and things to do needs to be gathered and presented in a format that is easy to find, easy to search, easy to locate on a map and easy to find contact information for. Most importantly, quality photos need to be taken or gathered so as to entice visitors to make the trip. Snort Fishino Sport fishing can be enhanced by becoming involved in existing derbies or starting a new fishing derby. Further research can be conducted into growing this by examining the tourism operators that provide waterfront recreational activities throughout Elgin County. Land-Based Waterfront Activities In addition, camping, hiking, biking, birding, golf, nature, trails, parks and many more activities are currently available in and around The Ports of Elgin County. Improved presentation of opportunities will enhance tourist traffic as both local residents and web searchers become aware of the many things that Elgin County offers. Yacht Clubs and Marinas Currently poorly promoted online, marinas in the Ports of Elgin County are likely underutilized sources of visitor traffic. To develop these marinas Into more prominent tourism attractions local club and marina operators need to be surveyed to determine: • If the amount of transient slips available are generally full or empty, • If they have an interest in increasing boating traffic • If they are prepared to work together to promote the "Ports of Elgin County" as a boating destination Elgin/St. Thomas Tourism Development and Marketing Plan 81 ~ P a g e ~faCt03' Port Burwell Beach S millierdickinsonblais~. Restaurants and Night Clubs GT's, Port Stanley As part of the "Ports of Elgin County" experience, restaurants and night clubs will be featured along with information on their prices, menus and special features. Operators of restaurants and night dubs that are not yet promoting themselves online should attend workshops to learn about the importance of being online and what to do to promote themselves better. In the meantime, Elgin Tourism may need to help operators by improve their promotional efforts. Arts, Heritage and Other Attractions Attractions such as the Military Museum, Art Centre, Dude Ranch, Port Burwel) Interpretive Centre, Marine Museum, Lighthouses will need to be presented in an inviting and interesting way, using high quality photography and well-written copy. All products will be presented on the website and in the brochure, which will Include a listing of festivals and celebrations. Festivals and Events A rich volume of crowd-attracting events should be a part of the Ports of Elgin attraction strategy. Events should run back-to-back from May to October, with selected winter events also planned and executed. An inventory of Festivals and Events in the Ports of Elgin County needs to be created and promoted on the website and on a calendar of events. Depending on the quantity of events that are currently being offered by municipalities and by operators, additional events or festivals may need to be planned, developed and Implemented. Elgin/St. Thomas Tourism Development and Marketing Plan 82 ~ P a g e ~~fa Ctor providing simple tools to help them Port Burwell Heritage Event S millierdickinsonblais~ Railway Capital of Canada Building on the strength of branding and tourism product already available, The Railway Capital of Canada theme can be further improved on and promoted as another key lure attraction for the County. All railway related attractions and the Iron Horse Festival will be promoted through the Railway Capital of Canada program. Additionally, tourist traffic will be directed to relevant accommodations, shops and other attractions. Program Components This program will encompass the marketing of the following activities: 1. Railway Attractions Promotion 2. Iron Horse Festival Promotion 3. Accommodations, Restaurants and other Attractions Promotion 4. Outreach through attendance at Train-related Tradeshows and Events Alignment with Strategy The Railway Capital of Canada program aligns with many of the recommendations in the strategy, including: • Facilitate the development and promotion of community based heritage events • Promote the arts and heritage of Elgin County on a website • Facilitate industry partnerships by supporting and enabling the packaging of tourism experiences • Develop a program of events to be promoted on the website and in media • Develop strong awareness through effective marketing program • Develop a tourism site with particular focus for target markets • Pursue Partnership opportunities for the development of priority product types and themes Target Audience The target visitor will be aged 0-90, with the primary focus on the top and bottom end of this spectrum: 1. Families with younger children, ages 3-10 2. Active seniors 3. Railway enthusiasts of all ages. Elgin/St. Thomas Tourism Development and Marketing Plan 83 ~ P a g e ~'f~Ct01 S millierdickinsonblais~. Primary Marketing Tactics Marketing and promotion will include: • Informing local residents, • Encouraging residents to invite their friends and family to come to Elgin County to participate in events and attractions. • Heavy promotion through websites that advertise things to do with young children in southern Ontario • Promotion to seniors through websites and seniors active living magazines, articles and radio promotion • Through railway websites, magazines, societies, clubs and railway hobby retail stores and attendance at train related tradeshows. In addition this program lends itself to being extensively promoted through social media channels with a focus on reaching railway enthusiasts. You Tube, social media train special interest groups, linking strategies and active search engine optimization. _ - croup: sEeam locomotive - ~rze; 9a`5 members Tape: Just far FUn-Fan Clubs Nc,r: 3 More Members, 1 Lvik ~;y Member Participation This is an example of a Facebook Group Yahoo Groups has over 2000 members in various railway enthusiast groups. RailsCanada.com is a directory of Canadian Railway museums and societies. The Railway Capital of Canada program should be run as aparticipant-member program in which all members agree to cross-promote other Railway Capital of Canada participants and are all provided with promotional material to distribute to visitors. We recommend that a fee is charged far participation. Railway Capital of Canada participants would automatically be members of Elgin Tourism Services, providing them with a set of online tools Including customer satisfaction surveys and a website directory page that can be used for self- promotion. Elgin/St. Thomas Tourism Development and Marketing Plan 84 ~ P a g e ~~aCtOr S millierdickinsonblais~. Railway Capital of Canada Program Components Railway Attractions Promotion ~s7S6R4B ,~~ Operators of railway attractions need to be encouraged to Alga continuously improve the quality of their experience and their RV~ customer service staff. ~:_ u ~+ -1 All railway attractions, Including Canada Southern Railway Station, x~'-"~I~O~r~~~&~ North American Railway HaII of Fame, Jumbo, Elgin County Railway Museum and Port Stanley Terminal Rail will be promoted on the website and through a brochure with quality photography and quality content written to generate interest and engage prospective tourists. An intensive social media strategy is recommended to expand the reach for this interest group and to significantly increase visitors to the Iron Horse Festival. Iron Horse Street Festival Promotion The Iron Horse Festival is the largest festival in the area at this time. Through additional promotion and a broadening of activities, it has the potential to become even more successful and to double or triple participation. The festival should be promoted extensively on the website and in the brochure as well as on social media groups. It should also be advertised through both local resident and niche segment campaigns. Railway Experience Add-Ons Promotion Further building on a package that has already been developed by Elgin Tourism, Railway Tourists can be enticed to expand their experience by taking advantage of pre-set packages or being directed to other things to do while they are here. To round out the visitors Railway experience, surrounding accommodations, restaurants, shopping and attractions such as the Railway City Brewery can be program participants, providing additional exposure and traffic for these operators. As all these operators also have their own activities, events and news, participants in the program should be encouraged to cross-promote their offering with other program participants through the distribution of brochures, contact information, maps and event promotion. Elgin/St. Thomas Tourism Development and Marketing Plan 85 ~ P a g e ~~~~Ctni- S millierdickinsonblafs~ Train-related Tradeshows and Events A wide variety of local, national and international train enthusiast events are held each year. Locally, these are just some of the events: • Brantford Collectibles Show • Brampton Model Railroad Show • Kitchener Model Train Show • Kitchener Toy And Collectibles Show • London Model Train Show • London Toy And Collectibles Show • Simcoe Toy And Collectibles Show • St. Thomas Collectibles Show • Stratford Toy And Collectibles Show • Tillsonburg Toy And Collectibles Show • Woodstock Collectibles Shows • Woodstock Model Train Show • Woodstock Nostalgia Show • Woodstock Toy And Collectibles Show • Southwestern Ontario Toy And Collectible Shows • Ontario Antique And Nostalgia Shows • Ontario Sports Card Shows • Ontario Toy Show Calendar • Ontario Toy Shows We recommend that Elgin County Tourism attend some of these events to promote the Railway Capital of Canada campaign and all affiliated attractions and events. The priority events are those that are Model Train specific, including: 1. Brampton Model Railroad Show in October 2. Woodstock Model Train Show in October 3. Kitchener Model Train Show in November 4. London Model Train Show in November Elgin/St. Thomas Tourism Development and Marketing Plan 86 ~ P a g e {~aCt01' S millierdickinsonblais~. General Tourism Attraction General tourism attraction initiatives should be planned around Generic and Niche Attraction Themes. The primary goal of this set of initiatives will be to inform both local residents and prospective visitors of the many attractions, events and things there are to do in Elgin County and to entice them to participate. Generic programs will communicate basic information about tourism in Elgin County, whereas Niche Theme programs will be developed to attract specific target audiences. Research conducted by Tourism Ontario determined that tourists are increasingly looking for "experiences". For that reason we recommend that for all components of this program, the messaging and the photography must be professional and engaging, while always emphasizing the experience that the tourist will have. Program Themes We recommend that this program should encompass the following themes: Generic for print and web promotion: 1. Visit Elgin County (General) 2. Summer in Elgin County (Increase Local Tourism Travel) 3. Escape to Elgin County (To Support Hamilton to Toronto Outreach) Niche themes for print and web promotion: 1. Touring Elgin County 2. Elgin County for Kids 3. Elgin County Heritage Attractions 4. Eco Elgin County 5. Trails of Elgin County 6, Golf in Elgin County 7. Camping in Elgin County 8. Live Entertainment in Elgin County 9. Art Galleries and Studios of Elgin County Niche themes for web-only promotion: 10. Clubbing in Elgin County 11, Romantic Elgin County 12. Parks of Elgin County 13. Adventure Sports in Elgin County Elgin/St. Thomas Tourism Development and Marketing Plan 87 ~ P a g e Q~'f~CtOl' S millierdickinsonblais~ Alignment with Strategy The General Marketing Program aligns with the following strategic recommendations: • Facilitate the development and promotion of community based cultural and heritage events • Develop strong awareness through effective marketing program • Develop a tourism site with particular focus for target markets • Develop a "Be a tourist in your own County" program • Facilitate Industry partnerships by supporting and enabling the packaging of tourism experiences • Promote the arts and heritage of Elgin County on a website • Develop a program of events to be promoted on the website and in media • Pursue Partnership opportunities for the development of priority product types and themes Target Audiences Web Searchers The web is being used to research and plan the majority of trips and this trend applies to all ages from teens to seniors. "Web searchers" is anyone that is considering going on a trip in southern Ontario and is researching various destinations online. Local and London Residents As many visitors to Elgin are visiting "friends and family", educating residents and Londoners will result in an increase in tourism. Likely unaware of the quantity of attractions, events and things to do, multi-channel marketing Including the web, access to brochures in local establishments, advertising, signage and direct mail marketing can be used to reach this group. Toronto Working Couples Visitors from further away are more likely to stay longer and spend more money during their visit. As such, working couples from Hamilton to Western Toronto are ideal attraction targets for Elgin County tourism. With the theme "Escape to Elgin", targeted campaigns that Include online, advertising and brochure distribution should be launched. ElginJSt. Thomas Tourism Development and Marketing Plan 88 ~ P a g e fa CCOj' S millierdickinsonblais~. Primary Marketing Tactics A multi-channel marketing strategy will need to be Implemented including: • A significantly Improved website • Online marketing including social media (web 2.0), extensive linking from tourism websites and online advertising, • Design, print and distribution of brochures, • Enhancement and/or development of tourism kiosks, • Direct mail marketing to target audiences, • Advertising campaigns, • Participation at strategic events and tradeshows, • Providing support to local events, and • Improved signage throughout the County. Member Participation All tourism operators should be encouraged to join Elgin Tourism Services so as to build the strength of the organization and to enable partnerships, the development of tourism packages and effective cross promotion amongst the various attractions and establishments. Members of Elgin Tourism Services should be provided with training, support and first choice of superior promotional opportunities. In addition a set of online tools including customer satisfaction surveys and a website directory page should be made available to them. Awards programs should be put in place to celebrate excellence. Elgin/St. Thomas Tourism Development and Marketing Plan 89 ~ P a g e ~faCtO~- S millierdickinsonblais~. General Tourism Attraction Program Themes Generic Visit Elgin County Basic destination information, including where Elgin County is located, how to get there, top experiences, how to book trips and how to find out more. Excellent photography and engaging copy writing is recommended to attract a wide range of readers. Summer in Elgin County Targeted at local and London residents, this program should take the form of a calendar that runs Mid May to Mid September. The calendar should list an activity, festival, event or idea for what to do in Elgin County on any given day of the summer months. Escape to Elgin County ~~.~ Targeted at Hamilton-Toronto couples, this i ' program needs to address why to go to Elgin ~' ~ County, how to get there, what to expect, how to find out more and how to book travel. Excellent photography and engaging copy writing is recommended to cut through the advertising clutter and gain prospective visitors attention. Elgin/St. Thomas Tourism Development and Marketing Plan 90 ~ P a g e ~~factOY S millierdickinsonblais~. Niche Themes Touring Elgin County ~'~-_`~'; Written for and targeted at motorcycle groups, couples and enthusiasts, the information included ~~.. . in this theme will cover places to see, places to stay and detailed maps of scenic tours complete 'with rest-stops, picnic places and destinations, including beaches and bars. ~' This theme should be further supported through outreach by participating ~ ., ' in the Toronto Motorcycle Show. Elgin County for Kids Families with young children often find it difFlcult to plan "kid-friendly" trips. This theme will make it easy for them to plan 4-5 days full of activities for kids 12 and under. This theme can be effectively promoted online through travel-with-kids websites. Elgin County Heritage Attractions Targeted at seniors, schools and families, the information in this theme will need to present an inventory of heritage attractions, a map of where they are located, photos, dates/times when what is open, phone numbers and a description of each attraction. Quality of photographs and content writing will be very important. Elgin/St. Thomas Tourism Development and Marketing Plan 91 ~ P a g e fdC~Of' S miilierdickinsonblais~. Yi _ Eco Elgin County ~ In this theme, bird watchers and nature ~ ~ enthusiasts will be Informed about the unusual flora and fauna that can be seen in Elgin County. ~~ _ Complete with photos, maps and suggested times of year to see particular species, the information ' ~-~ .,, . .: _ in this theme will be rounded out with places to << ; ___ ~~-~ stay and how to get there. "" `"` ~ ' Trails of Elgin Count i Y ~ A complete guide to trails in Elgin County will be !presented including maps and a series of ~~ !suggested trips that include average hiking or biking times. Maps should also indicate where to ~;. - "~~„ - access trails and how to get there. Trails should s< g~., ~ 'a - ~ be identified as to whether they are suitable for ~, '` " hiking, biking, snowmobiling, cross-country skiing or other activity. Golf in Elgin County A complete directory for avid golfers, the information presented in this theme should feature all golf clubs, shops, places to stay, places to eat and how to get there. _~ _„~, - ~ This theme can be targeted at the "guys going golfing" urbanites. ._r_ Camping in Elgin County "'""~ __ A complete guide for camping in Elgin County, _ including all campgrounds, amenities and photos ~. of each one, how to get there, how to book, '~ ;times that they are open and so on. Additional information in this theme should include other attractions in close proximity to campgrounds. Elgin/St. Thomas Tourism Development and Marketing Plan 92 ~ P a g e ~° ~facto~~ S millierdickinsonblais~. Elgin/St. Thomas Tourism Development and Marketing Plan 93 ~ P a g e ~faCt01 s millierdickinsonblais~ Web-Only Niche Themes Adventure Sports in Elgin County Increasingly popular, active couples, groups of friends and a growing number of singles are looking for active vacations with an adventurous twist to them. Information presented in this theme will identify the best adventure sports experiences in Elgin County. Note: Product availability at this time is very low. Romantic Elgin County Beach sunsets, rustic wineries, romantic dinners, spas and other romantic experiences will be promoted in this theme. Clubbing in Elgin County There are over 60 licensed establishments in Elgin County. This theme targets the young and partying local and London crowd. The information presented should describe all of the establishments along with maps, photos and events to be experienced at each one. Parks of Elgin County A compilation of parks and conservation areas, this theme will include locations of each park, along with how to get there, what kinds of amenities are available in each park and how to make reservations for picnics. An event calendar will list activities taking place in the parks of Elgin County. Elgin/St. Thomas Tourism Development and Marketing Plan 94 ~ P a g e ~faC~Of millierdickinsonblais~. Partnership Program Tourism in Elgin County affects many operators, associations and organizations at multiple government levels. All have a vested interested in the success of the tourism Initiative. Partner Overview Partner Role County of Elgin As part of the Community and Cultural Services ElgmCowrty Department (Economic Development and Tourism Services), the County, as Tourism Services co- founder, takes the primary leadership role in the day- to-day implementation of tourism attraction and provides the physical space for the operation of the program as well as carrying the majority of the res onsibilit for the cost of the ro ram. City of St Thomas As Tourism Services Program co-founder, the City of St Thomas shares in the cost of the program through a contribution of approximately 400/0 of the operational and marketing expenses. ST. THOMAS The County of Elgin Economic Development and Tourism Advisory Committee provides advisory input to the strategic direction of tourism attraction CEEDTAC activities. As the tourism strategy evolves, it may be possible to tap into this group to assist in locating sponsorship 0 ortunities. Lower Tier Municipalities Lower tier municipalities provide Input and support e~.e; Y for the overall strategy through the council process. , t. ~~`; ~~ In addition, lower tier municipalities actively ~, s~ ~ participate in specific attractions, such as events, by R.ilt 3H~IInI1~i.t'T ,,,yy, providing assistance such as road staff and/or ilyLiter~r- financial support ~i~ ""~"~'°• Lower tier municipalities rely on the Elgin County Community and Cultural Services Department to manage the overall tourism program and to provide adhoc tourism support services. Lower tier municipalities are members of Tourism Services. Elgin/St. Thomas Tourism Development and Marketing Plan 95 ~ P a g e ~faCt01 S millierdickinsonbiais~. Elgin Tourism Services With 90-100 members, including the lower tier municipalities and tourism operators, Tourism Services provides a series of member benefits in exchange for a low annual fee. Member benefits include access to promotional opportunities and increased exposure on Elgin County produced marketing materials. Member support Includes adhoc assistance with brochure distribution, ticket sales and volunteers. We recommend the formalization of working groups for the three lure attractions: • Culinary Trail • Ports of Elgin County • Railway Capital At this time, the membership fee is $100. We recommend that a member's plan be developed with the goal to increase membership numbers, member benefits and member fees so as to strengthen this organization and the membership base. A tiered membership structure should be examined as part of this process. Ontario's South Coast Elgin County is a voluntary partner in the "Ontario's ~ I ~}~tar~ ~ South Coast" regional initiative, which includes Norfolk County, Elgin County and Haldimand County. Other County's have shown interest in joining this • ~~ partnership. ~~ ~ ~ This tri-county initiative is not a formal organization ` and the opportunities that exist for joint tourism marketing are yet unclear. If it becomes recognized as a region by Ontario Tourism, it is possible that the ministry will provide additional marketing support. At this time, Norfolk County, uses this brand and theme. Elgin/St. Thomas Tourism Development and Marketing Plan 96 ~ P a g e ~'~FdC~ 0I' S miilierdickinsonblaisd,~. Program Components We recommend that this program should encompass the following components: 1. Tourism Services Partner Structure Review and Training Programs 2. Network Development Alignment with Strategy The Partner Program aligns with the following strategic recommendations: • Conduct annual tourism operator survey • Develop Tourism Service Awards program • Liaise with Ministry of Tourism's Investment Development Office to identify new opportunities • Define roles of key tourism organizations and bodies with respect to management and marketing in the County • Work with partners to Implement tourism workshops that provide °market readiness" training for the Iocai tourism industry • Facilitate more effective partnership opportunities through education and networking opportunities • Explore opportunities to partner with communities and or operators that offer complementary product • Identify potential partners/catalysts who are willing to be active participants in the development of priority product types and themes Tourism Services Management Structure Review and Training Workshops We recommend a review of the tourism services program structure including the evaluation of the fee structure and the development of a plan to Increase both membership and volunteerism. = Working Groups" are to be established of - members that wish to be involved in the three primary lure attractions. As part of Tourism Services a competency training program should be implemented that should include regular workshops and explore partnerships with Fanshaw College. Tourism Services should also establish a volunteer team to take a lead role in the Tourism Services Awards program that is to be run in conjunction with the Chambers of Commerce. Elgin/St. Thomas Tourism Development and Marketing Plan 97 ~ P a g e faCtC~r S millierdickinsonblais~ Network Development Ongoing participation in developing partnerships such as Ontario's South Coast is critical. Potential support and partnerships with the Ministry of Tourism need to be explored further and should be nurtured through regular meetings and communication. Organizations within the County that can assist in information distribution or other aspects of marketing should be identified and involved as active participants in the delivery of the Tourism Program. Potential new partners, including large tourism operators, Fanshaw College, developers or associations such as Meeting Planners International need to be researched, explored and relationships established if appropriate. Elgin/St. Thomas Tourism Development and Marketing Plan 98 ~ P a g e ~~aCt01 S m111ierdickinsonblais~ Tourism Marketing Tactics To deliver on the programs required to work towards achieving the goals defined for marketing the following tactics will be required: Culina Trail Ports of EI in Railwa Ca ital General Interactive Website X X X X Online Marketin X X Brochures X X X X Direct Mail X Advertising Cam ai ns X X X Tourism Kiosks X Events X X X X Tradeshows X X X SI na e X X X X Member Services X X X X The purpose and the activities to be undertaken for each of these tactics are described in more detail in this section. Interactive Website To maximize the marketing investment, we recommend that a large portion of the marketing effort be allocated to the development and ongoing maintenance of a highly effective, interactive website. There are a number of reasons to support this recommendation: The most promotion can be achieved for the lowest relative budget when invested in the website. This means that all primary attractions, all general themes and all niche themes can be promoted through this channel almost instantly -- as soon as the infrastructure and content is ready. In contrast, advertising, printed brochures and mail or other distribution channels are cost-prohibitive and must be planned and budgeted over many years. • Statistics and trends show that the overwhelming majority of travelers of all ages and target audiences research and plan their trips online today, • An up-to-date, interactive website will enhance the perception of Elgin County as a tourism destination, • An effective website will assist in achieving a number of the strategic goals outlined in the Elgin County/St. Thomas Tourism Strategy. Elgin/St. Thomas Tourism Development and Marketing Plan 99 ~ P a g e ~faCl01~ millierdickinsonblais~. Without question, the Internet has become the first source of information for the majority of the population. Local residents and prospective tourists are no exception. It has become critical to have highly competitive, powerful websites that provide all of the information that a visitor is looking for and that encourage actionable next steps such as looking up information, submitting a name for an email newsletter or running a calculation to determine cost of traveling. Tourism websites are consumer websites. Due to this fact, the demands of a tourism site are much higher than those of an economic development site or those of a municipal site. The competitive nature of fickle tourism decision makers and their expectations with respect to the availability of quality content and interactive online tools requires a website with extensive interactivity and content. Tourism websites wield power. They can significantly impact the success and growth of the tourism sector - or not. An excellent tourism site will convert web visitors to tourists, while a poorly constructed, frustrating website will have them quickly moving on to their next possible tourism destination. Website Competitiveness A southern Ontario tourism website competitive analysis was conducted by Yfactor for the purpose of examining what content, features, tactics and tools are currently being deployed by other southern Ontario municipalities to attract tourists. The detailed analysis is included in the appendix of this document. E N_ N . y L N , O _ O £ U1 O ~ ~ 'C F ~ d y C N N ~' C ~ O ~ 7 [` 7 O 7 F O O ~ O H C C U .0 O C , O ~ ~ a . N A U c ~ ~ ~ ~ c .i ~ C , ~ 'o ~ m ~~ ' 7 ` L ~ v 'N ` L m o r: 3 ~ ' w m v, o z Overall score out of a possible 300 points 106 179 177 172 169 163 127 126 124 The Elgin County website is currently not competitive. The areas that Elgin County needs to place the most focus on improving are: • Overall Impression, • Content, and • Interactive Features. ElginJSt. Thomas Tourism Development and Marketing Plan 100 ~ P a g e ~' factor S millierdickinsonblais~. We recommend that launch of a new tourism website that can easily be found, searched and used both by visitors and by tourism operators. At minimum, we recommend that the new tourism site: • Provides excellent photos, directories and written content to promote tourism product, including: o Accommodation directory & recommendations o Restaurant directory & recommendations o All attractions o Primary Lure Attractions o Generic Elgin County Attractions o Niche Themes • Provides enhances search tools that make it easy to find out about events and attractions through themed searches • Enables tourism members to update their own page(s) on the Elgin Tourism website or provide Zink to their own websites • Provides a calendar that can be updated by Elgin Tourism staff or by tourism members, calendar can be searched and sorted by geography and by activity type • Enables visitor Itinerary creation, including maps and directions, makes it possible to save itineraries, print them or share them with a friend • Makes recommendations about related attractions or accommodations in the area • Serves advertisements related to search terms • Enables online booking or links to respective websites that provide their own booking services • Provides printable coupons and operator driven specials and promotions to provide Incentives to visitors • Makes it easy for visitors to request a printed Elgin Visitor Guide via the web • Provides online survey that can be used by all operators to gather visitor feedback (satisfaction surveys) and capture email addresses. Data can be provided back to tourism operators as a member benefit • Provides email specials and announcements specific to tourists • Includes mini-sites to provide information on specific Initiatives, ie o Culinary trail o Plowing match o Ports of Elgin... • Tracks traffic and usage statistics A user-friendly tourism directory will be at the heart of the new website. Year over year, additional functionality and Interactivity will be added to the site, to expand the experience for visitors. To be competitive, features must include interactive, search directories, calendars, itinerary builders, Interactive maps, tools for staff and for tourism operators to update the website, tools for managing advertising and detailed statistics for tracking using behaviour. A feedback loop that Includes analysis of website stats has to be put in place and the website has to be changed, updated and maintained daily in order to maximize traffic and conversion of traffic to visitors. Elgin/St. Thomas Tourism Development and Marketing Plan 101 ~ P a g e ~faCt01' S millierdickinsonblais~ Content has to be created about tourism attractions and events. This will also be an ongoing process as there is little to start with at this time. Content Includes photos and written descriptions, maps, guides, recommendations, testimonials and videos and any other form of information display about the experience that a visitor can expect to have. It is important to note that the quality of the content is the main differentiator between poor and great tourism sites. Website Plan 2009 Website Interface This set of tasks will result in the set up of the Design (Look and Feel) foundational website infrastructure that will be required • Navigation/Architecture to build out future interactive functionality. Design Also included here is the navigation design, the look • CMS System Set up and feel and the content management system. The first • Interactive Polls round of content including writing and photography will • Content Quality - be generated and used to populate the website pages. Rewrite A large part of this project will be the development of a • Database Design and multi-year database and functional scope plan. Scope • Culinary Trail Mini Site This first website re-launch will also include a basic tourism vendor directory and the first Culinary Trait • Directory level 1 mini site. • Launch Directory Level 1 • Records include categories, sub-categories and location dropdowns • Listings managed by staff (add, edit, delete). • All records are searchable by category, sub- category and location • All records include the provision of an "Add to Itinerary" button Elgin/St. Thomas Tourism Development and Marketing Plan 102 ~ P a g e faCto~~ S miilierdickinsonblais~ 201 Functionality The next relaunch will include the development and set Events Calendar Level 1 up of the first level of the event calendar and itinerary Itinerary Planner Level 1 planner as well as apage-centric photo gallery that will Photo Gallery allow the addition of a number of photos to any page throughout the website. Content The content will again be expanded in 2010 with a 2 Mini-sites and content for focus on increasing content in the business directory 2 Prime Attractions itself and also including the development of a mini site Expand content overall for Ports of Elgin and a mini site for Railway Capital. Relaunch Events Calendar Level 1 • Events records can be set up to include categories, sub-categories, locations and start and end dates • Event listings can be approved and/or managed by staff (add, edit, delete). • All event records include an "Add to Itinerary" button • Event listings are displayed in list form with a link to the full calendar. Itinerary Planner Level 1 • "My Itinerary"page to consist of a list of all records added by user • "My Itinerary" list can be printed using browser's standard "print page" function • "My Itinerary" can't be saved for future retrieval at this level 2~ 11 Functionality The next relaunch will include an expansion of the Directory Level 2 functionality developed to date and include the addition Events Calendar Level 2 of an online advertisement management tool that will Itinerary Planner Level 2 make it possib/e for tourism operators to post coupons or ads. Ad Manager Level 1 Content will again be expanded throughout, but with a Content special focus on building out the generic themes Mini-sites for 3 Generic including Escape to E/gin County and Summer in Elgin Themes County. This will coincide with the launch of these Testimonials campaigns and support the advertisement and direct Review/expand overall mail investment. content The secondary focus for content generation in 2011 is Relaunch to be on the collection of testimonials including "on- the-street" tourism video interviews. Elgin/St. Thomas Tourism Development and Marketing Plan 103 ~ P a g e faCtOP S mil lierdickinsonblais~ Business Directory Level 2 • Direct business signup on public site • Business username and password system • Automatic username and password retrieval • Self-editing of business listings • Linkages to Attractions/Events Calendar Level 2 • Direct event signup on public s/te • Events username and password system • Automatic username and password retrieval • Self-editing of events Itinerary Planner Level 2 • Itinerary items categorized by type and category • Addition of "Notes' fields Advertising Manager Level 1: • Enable pages to display advertisements • Advertisement Management Tools including start and end dates for serving up ads • Report for adviews 2~ 12 Functionality This relaunch will see the addition of a tourism blog as Directory Level 3 well as further expansion of the functionality in the Events Calendar Level 3 directory, calendar and itinerary tools. Itinerary Planner Level 3 Tourism elog Content wiN be reviewed throughout the site and emphasis will be placed on the development of new Content content for 3 niche themes. Mini-sites for 3 Niche Themes Business Directory Level 3 Review/expand overall Staff workflow approval of add/change requests content Staff email notification of requests Advanced search Relaunch • Google Maps integration Events Calendar Level 3 • Staff workflow approval of add/change requests • Staff email notification of requests • Advanced search • Google Maps integration Itinerary Planner Level 3 • Google Maps integration • Option to save itinerary and come back to work on it at another time • Email itinerary feature • Password retrieval s stem Elgin/St. Thomas Tourism Development and Marketing Plan 104 ~ P a g e ~'j(faCtnl~ S millierdickinsonblais~. 2013 Functionality The 2013 re-launch will Incorporate further Increases in Tourism Directory Level 4 functionality for the directory, events calendar and Events Calendar Level 4 itinerary planner. It will also include the development Itinerary Planner Level 4 and Implementation of user generated content including user ratings. User Ratings Content will again be reviewed and expanded Content throughout and emphasis will be placed on the Mini-sites for 3 Niche development of new content for 3 niche themes, in Themes accordance with the 3 niche brochures to be produced Testimonials in 2013. Review/expand overall Business Directory Level 4 content Add Priority Listing functionality Relaunch Allow businesses to purchase time-based priority listings online • Priority listings email notification system (including renewal reminders) • Add functionality for making relevant recommendations for other attractions Events Calendar Level 4 • Allow businesses to purchase time-based priority listings online • Priority listings email notification system (including renewal reminders) • Add functionality for making relevant recommendations for other events or attractions Itinerary Planner Level 4 • Print to PDF option • Add functionality for making relevant recommendations for other attractions 2014 Functionality The goal for 2014 will be to conduct a total system Total System review and review, map the site against current tourism best overhaul practices and implement functional changes in accordance with what will need to be done to stay Content competitive. Mini-sites for 3 Niche Themes Content will continue to be reviewed throughout with Review, update, expand emphasis on building out 3 niche themes to support the overall content brochures that will be printed in this year. Relaunch Elgin/St. Thomas Tourism Development and Marketing Plan 105 ~ P a g e ~~faCtOl' S miilierdickinsonblais~. Online Marketing Social Media Smart use of social media platforms for communicating with local residents and for reaching out to new visitors is increasingly critical in tourism marketing. We recommend the development of a social media strategy that starts out small and builds year over to year. This needs to include strategies for blogs, Twitter, Facebook, Facebook groups, You Tube and other web 2.0 properties, with adjusted messages and deployment depending on niche target marketing. Direct Email An email program for tourism should also be deployed. This would consist of announcements and event updates for things happening around Elgin. Reverse Linking An extensive reverse linking strategy for Ontario tourism related websites needs to be managed as there are many, many sites that can direct potential tourists back to Elgin, if only Elgin attractions were listed. Some of these sites offer links for free, some for a fee. Online Advertising Online advertising opportunities, Including paid links, Google Ads and ad banners on targeted sites need to be explored and utilized to drive traffic. Search Engines Search engine and keyword optimization identified prime keywords and attractions will need to be conducted on an annual basis to ensure that Elgin County is found during routine searches. Content Generation Content creation is a critical aspect of online and web 2.0 marketing and must be taken into consideration when planning the online marketing activities. For example: o Biogs and stories o Weekly ideas for things to do, sorted by theme and target (family vs couple etc) o Reviews of restaurants and accommodations o Videos of attractions o "On the street" video testimonials of tourists Viral Marketing Tourism services members can be encouraged to participate in viral marketing by forwarding content developed by Elgin County to their own respective tourist email marketing lists. Elgin/St. Thomas Tourism Development and Marketing Plan 106 ~ P a g e f~ Ct.01 S miilierdickinsonblais~. Advertising Primary Lure Attractions Advertising will be focused on the promotion of strategic campaigns. Each year, the three primary lure attractions will be promoted through print, radio, web or multi- channel advertising, depending on budget availability and results. Escape to Elgin County In the second year, the Escape to Elgin Outreach campaign will be launched. This campaign is targeted at Hamilton -Toronto affluent working couples. The main messaging will be to introduce experiences that are likely to entice the couple with/without children to make the trip to Elgin County and stay for a long weekend. A multi-channel print, radio, web commuter campaign will be launched. Printed Material: Brochures Elgin Visitor Guide There are many ways that a visitor guide can be produced. At this time a local partner solicits the advertisements, assembles and prints the guide. Elgin County pays a fixed fee towards the guide and distributes it. We recommend that this arrangement be examined and that alternative options be explored for comparison and to determine if this is the best solution going forward. The visitor guide should be distributed broadly and made available online. Primary Lure Attractions For each of the primary attractions a brochure will need to be developed and distributed. Visit Elgin County This generic brochure will be made available for anyone interested in information about visiting Elgin County. Escape to Elgin County A brochure will be printed to support the Escape to Elgin County advertising campaign. Niche Brochures Develop a series of niche tourism brochures for distribution in local establishments, attractions and accommodations and in accommodations in target areas and Ontario Tourism Information Centres: o Touring Elgin County o Elgin County for Kids o Elgin County Heritage Attractions o Eco Elgin County o Trails of Elgin County o Goif in Elgin County o Camping in Elgin County o Live Entertainment in Elgin County o Art Galleries and Studios of Elgin County Elgin/St. Thomas Tourism Development and Marketing Plan 107 ~ P a g e ~'' factor miilierdickinsonblais~ Printed Material: Direct Mail Summer in Elgin County This program is targeted at Locals and Londoners with the goal being to increase participation in tourism activities through education of opportunities. A larger, fold-out brochure with beautiful photos and a detailed calendar is to be mail-dropped to all households in Elgin County and all houses in London in the month of June. Additional copies are to be distributed to libraries, municipal offices, recreation centres and other locations that will make them available to the public. Tourism Kiosks Develop and implement consistent branding and signage for four tourism kiosk locations in the West, East, Central and St. Thomas locations. Tourism kiosk locations should be promoted on the website, on all maps and through directional signage. It is recommended each of the kiosks be housed in stand-alone, unique locations that are utilized expressly for Economic Development and Tourism Services. Events Supporting Existing Events We recommend that Elgin County takes a proactive role in supporting existing local events through designated event grants. The event grant allocation procedure will require a formalized process, such as: • The development of an application form and evaluation matrix, • Applications are to be submitted by festival organizers by March 31 of each year, • Applications are then reviewed and monies are allocated by Elgin County in accordance with the evaluation matrix and established budget. Launching a New Event Due to the amount of staff time, effort and cost involved with planning, launching and promoting a new event, we recommend that before a commitment is made, any new event concepts be very carefully researched and evaluated for their potential economic impact and cash recovery opportunities prior to allocating funds from existing budget categories. Elgin/St. Thomas Tourism Development and Marketing Plan 108 ~ P a g e ~~'~f aCtOl~ S millierdickinsonblais~ Tradeshows To reach specific target audiences, we recommend that Elgin County participates in the following strategic tradeshows: ~E~os*~, To support the Culinary Trail, the London Wine ` '' -' & Food show should be attended in January. \YINE&FOOD ®sNUI • Brampton Model Railroad Show To support the Railway Capital of Canada • Woodstock Model Train Show program, at (east two of these four shows • Kitchener Model Train Show should be attended in October/November • London Model Trafn Show To support the °Touring Elgin County" niche ' ' theme, the Toronto Motorcycle Show which is !~~ held in December of each year should be attended. Additional niche theme tradeshows should be considered in future years. Signage Develop and Implement a Signage policy for tourism directional Signage. Create and Install unique and eye catching Gateway Signage on Kings and Queens Highways at appropriate West and East intersecting locations that is consistent with the Elgin County brand. Note: As the function of Gateway signage crosses inter-departmental lines, and is not reflective of the needs of the City of St. Thomas, it is not reflected in the budget portion of this strategy, as it may qualify as a "capital" County of Elgin expense. Tourism Member Services We recommend that an evaluation be conducted of the structure of Memberships with the goal of exploring opportunities to: • Increase fees • Increase member services • Provide increased advertising opportunities • Provide up to 3 educational workshops per year, with topics such as: o Measuring customer satisfaction with online survey tools o How to use social media (web 2.0) o How to update their profile on the Elgin Tourism Website o How to use the Internet to increase visitors o Getting more referrals and repeat visitors o Enhancing the tourist experience o Packaging your offering with others Elgin/St. Thomas Tourism Development and Marketing Plan 109 ~ P a g e ~~faCl Of' S millierdickinsonblais~ Tourism Marketing Management Partners and Alliances Due to the cost of media and advertising, it makes good business sense to, wherever possible, work with other groups (such as Ontario South Coast for example) for any tag-along promotion opportunities or joint marketing and that all opportunities for getting other groups and partners to disseminate information, share costs or share learnings is utilized. We also recommend that Information and activity updates are provided back to partners and Tourism Services members frequently and that, where possible Elgin County reciprocates by helping to promote their activities as well. Revenue Generation Tourism Memberships We anticipate an Increase in tourism services members as new effort is put behind increasing membership numbers. We also anticipate that a tiered fee structure and an increase in fees year over will assist in the increase of revenue from tourism services members. Advertising Additional advertising opportunities will be made available on the website and on all printed materials and brochures. Sponsorships For festivals and larger campaigns, sponsorships should be sought in the value of $1000 - $20,000 in return for extensive advertising, promotion or inclusion of the business name in the event name. Human Resources We anticipate that by year two an additional full-time person will need to be hired in order to be able to manage the demands of this marketing program. This person will need to be able to solicit ad revenue, manage day-to-day website updates and work with tourism services to coordinate workshops and solicit new memberships. Therefore, the ability to raise revenues is directly related to increasing staffing levels. Elgin/St. Thomas Tourism Development and Marketing Plan 110 ~ P a g e ~~aCtoi' S millierdickinsonblais~ 60 Month Activity Overview Colour Kev Strategic Activities Website Online Marketing Printed Materials Advertising Tourism Services Tradeshows In the second year, the website interactivity and content will be improved, content will be increased and freshened and online marketing will begin in May and end in October. The 2 larger, generic campaigns will be launched, while the 3 primary attractions campaigns will continue to run as in the previous year. This is the first year that the tourism operator survey wlli be created and run. Elgin/St. Thomas Tourism Development and Marketing Plan 111 ~ P a 9 e ~faCt01 ", In the first year the emphasis will be on launching a new tourism website and developing content and advertising for the 3 primary attractions. S millierdickinsonblais~. This will be a year for evaluation, planning and looking ahead. The same activity pattern for marketing is to be followed, but a larger website overhaul is scheduled for this year in anticipation of technology and social Internet usage changes. Elgin/St. Thomas Tourism Development and Marketing Plan 112 ~ P a g e ~faCl01' In the third year the same pattern will be followed with the exception of a website upgrade scheduled for the end of the year. In the fourth year, the same patterns will be followed with an interface redesign upgrade scheduled for the end of the year. S millierdickinsonblaisd,<. Budget This budget is Intended as a guide and for reference purposes only. An actual budget for Tourism Services, along with the Economic Development budget within E/gin County's Community and Cultural Services Department, will be reviewed and considered by County of Elgin Council, as well as the City of St. Thomas Council in fall of 2009, for approval in early 2010. ~..~„ Revenue = "2010 ~~2011 201t - ~ 20 13 20 34 Tourism Services Fees 8 000.00 Toadsm Servlces Fees 10 000.00 Tourism Services Fees 12 500.00 Tourism Services Fees 20 000.00 Tourism Servlces Fees 30 000.00 Advertlsing & 5 onsorshi s 0.00 AdverOSing & 5 nsorshl s 10000.00 Advertlsing & 5 onsorshi s 15000.00 Advertlsing & S onsorshi s 15000.00 Advertlsinq & S onsorshi s 30000.00 8 000.00 20 000.00 2] 500.00 35 000.00 60 000.00 Elgin/St. Thomas Tourism Development and Marketing Plan 113 ~ P_a g e ~' factor S millierdickinsonblaislnpp. Advertisin Cam ai ns Advertisid Cam ai s Advertisin Cam ai ns Adv¢rtlsin Cam ai ns - Advertisin Ca ai ns Culinary Trail Cam al n 12500.00 Culinary Troll Cam ai n 5000.00 Culinary Troll Cam al n 10000.00 Culinary Troll Cam ai n 15000.00 Cuinary Trail cam i n 15000.00 Ports of Elgin Coun 5 000.00 Ports of EI91n Coun 12 500.00 Ports of Elgin Coun 10 000.00 Ports of Elgin Coun 15 000.00 Ports of Elgin Coun IS 000 00 Railway Capital of Canada 5 000.00 Railway Capital of Canada 5 000.00 Rallvray Capital of Canada 10 000.00 Rahway Capital of Canada IS 000.00 Rahway Capital of Canada IS 000.00 Escape t0 Elgin Promotion 35 000.00 Escape to Elgin Promotlon 20 000.00 Escape to Elgin Promotlon 20 000.00 Escape to Elgin Promotlon 20 000.00 Niche Ca a s 5 000.00 Niche Cam al ns 10 000.00 NI<he Cam Ins 10 00 . Subtotal 22 500.00 Subtotal 37 500.00 Subtotal 55 000.00 Subtotal ]5 000.00 Subtotal 75 000.00 Printed Materials Prfntad Materials Printed Materials Printed Materia ls Printed Materials Guide Guide Guide Guide Guide Partner Fee 20 000.00 Partner Fee 20 000.00 Partner Fee 20 000.00 Partner Fee 20 000.00 Partner Fee 20 000.00 Distribution 6 000,00 DlstributlOn 6 000.00 Olsbibutlo 6 000.00 Olsbibudon 6 000.00 Distribution 6 000.00 Summer In EC Summer In EC 5ummeNn EC Summer In EC Design &Print 380K 19 500.00 Design &Print ISOK 19 500.00 Design&Print 180K 19 500.00 Design &. Print 180K 19 500.00 Dlstrib Lond/EC 330K CAPOSt 16 000.00 Dlstrib Lontl/EC 130K CAPOSt 16 000.00 Disbib Lond/EC 130K CAPOSt 16 000.00 Disbib Lond/EC 130K CAPOSt 16 000.00 3 Primary Brochures 3 Generic Brochures 3 Niche Brochures 3 Niche Brochures 3 Niche Brochures Design & Print 50 each 30 000.00 Design & Print SOK each 32 000.00 Design & Print SOK each 33 000.00 Deslqn & Print 50 each 34 000.00 Design & Print 50 each 35 000.00 Distributlon 300000 Distribution 3000.00 DISWbutlOn 3000.00 Dlshibutlon 3000.00 Disbrbutlon 300000 Dlrectlonal5! ns DlrectlOnal Si ns Wrecdonal Sl ns Olrecdona151 ns DirectlonalS ns Tourism Sign Headers 5000.00 Tourism sign Headers 5000.00 Tourism Sign Headers 5000.00 Tourism Sign Heatlers 5000.00 Tourism Sign Headers 5000.00 Subtotal 64 000.00 Subtotal 101 500.00 Subtotal 102 500.00 Subtotal 103 500.00 Subtotal 104 500.00 Marketing Subtotal 136 000.00 194 000.00 212 500.00 238 500.00 254 500.00 Events and Tredeshows 2010 20 11 2012 - -20 13 2019 Events 5000.00 Eventr 6000.00 Events 10000.00 Eventr 12000.00 Events 15000.00 Trade Shows 5 000.00 Trade Shows 6 000.00 Trade Shows ] 500.00 Trade Shows ] 500.00 Trade Shows ] 500.00 Subtotal 10 000.00 Subtotal 12 000.00 Subtotal 17 500.00 Subtotal 19 500.00 Subtotal 22 500.00 Tourism Members -2010 '. 2011 ". 2022 :' ':20 13 3014 4'/Orksho 5 250.00 Worksho s 250.00 Worksho 5 250.00 Worksho 5 250.00 Worksho s 250.00 Subtotal 250.00 Subtotal 250.00 Subtotal 250.00 Subtotal 250.00 Subtotal 250.00 Miscellaneous -2010 2011 2012 '1013 `2024 Miscellaneous 4000.00 Miscellaneous S 000.00 Miscellaneous 6 000.00 Miscellaneous ] 000.00 Miscellaneous 8 000.00 Subtotal 4000.00 Subtotal 5 000.00 Subtotal 6 000.00 Subtotal 7 000.00 Subtotal 8 000.00 Total Expense 284 650.00 $396,050.00 $437,450.00 483 050.00 489 050.00 Net Budget 276 650.00 376 050.00 409 950.00 448 050.00 429 050.00 Elgin/St. Thomas Tourism Development and Marketing Plan 114 ~ P a g e ~~faCt01' millierdickinsonbiais~ Measuring Performance Marketing Data Tracking • For each tradeshow: How many attendees, how many leads generated, ratio • For each eblast: how many sent, how many opened, how many click throughs • For all leads: sales stage tracking and conversion ratio tracking The following key performance indicators should be tracked to evaluate the success of this initiative on an ongoing basis. Once the first set of indicators has been gathered, they are to be used as benchmarks for ongoing measurement and goal setting. Key Performance Indicators KPI 2010 2011' ` 2012 2013 ! 2014 Markefin Number of website visitors Number of a-u date subscribers Number of brochures distributed Number of uides distributed Number of o erator rofiles on website Web 2.0 driven traffic Number of itineraries enerated Review and Modification We recommend that all metrics and tactic results be reviewed every six months. At that time, it may become clear that modifications to the strategy need to be made in light of new learnings. Conclusion The County of Elgin has an exceptional opportunity to develop and expand the tourism Industry throughout Elgin and in St. Thomas. This plan provides a guide for starting this work. We recommend that it is endorsed by Council. Elgin/St. Thomas Tourism Development and Marketing Plan 115 ~ P a g e ~~lCtOi' S millierdickinsonblais~ Appendix I -Community Survey Results The stakeholder interviews were supplemented by an on-line survey of the Elgin/St. Thomas tourism community. This on-line survey solicited opinions on the strengths of the area and potential threats to a successful tourism industry. Opinions were also gathered on what respondents felt were the best features of the County to promote and what they felt about tourism in the area in general. Forty-two surveys were completed on-line. The on-line survey contained 25 questions in the areas of business base, location factors and strategic direction. The results of the survey are as follows: The results of the survey are as follows: Business characteristics -most respondents indicated that their primary industry was in the cultural or heritage attraction sector followed by food/drink and the retail sector. More than two thirds of the businesses have been in operation for more than five years and more than half of the businesses have been in operation longer than 10 years. When asked what type of business support would help grow their business, most respondents Indicated assistance with collaborative marketing and partnerships, assistance in preparing applications and marketing plans, funding assistance and more municipal/county support. • Customer characteristics: • Three quarters of those responding indicated a balance of both males and females in their customer base; • Nearly all businesses indicated that their customers originate from South Western Ontario. Other significant responses were from other areas of Ontario, other regions of Canada and the Western GTA; • There was an even split between customers travelling with children and those without; and • The predominant age group was between 45-55 years of age (42%) followed by 25-44 (26%). More than one quarter of all visitors were over the age of 55. Marketing -most respondents chose to advertise in local newspapers, local/regional newsletters, tourism/travel magazines and the radio. A smaller amount of businesses Indicated that they use the Internet and have developed local signage. The most predominant method of promotion that businesses used was `word of mouth' to promote their business or the area. When asked how they promote themselves, nearly 90 percent of businesses indicated that they use traditional advertising and the website. Trade shows, a-mail and partnering was also used to promote local tourism operators. Elgin/St. Thomas Tourism Development and Marketing Plan 116 ~ P a g e ~~` faCt01~ S millierdickinsonhlais~. Respondents were asked where they thought the County should focus its efforts in terms of tourism development and visitor attraction. The most popular answers were waterfront/harbour development, eco tourism, railway theme development and cooperative marketing and promotions. Responding businesses felt strongly that Elgin/St. Thomas' target market is South Western Ontario followed by the GRA and the Western GTA. With respect to packaging opportunities, respondents felt that the greatest opportunity for packaging is cultural/historical experiences, followed by outdoor adventure and agrl-tourism. Two thirds of the responding businesses were familiar with the Ontario's South Coast' brand and nearly three quarters recognize the Elgin/St. Thomas Tourism Services brand. • Greatest Strengths - It was felt that Lake Erie is the region's greatest strength followed by historical and cultural assets and having a good location in general. Family activities were cited as the greatest reason that tourists visit the area followed by water based activities and historic/cultural activities. When asked what the best developed assets were, more than half of respondents indicated historic/cultural activities and festivals/events. It was felt that the least developed area was outdoor adventure activities. When asked which attractions require improvement, outdoor adventure was again noted followed closely by agricultural experiences. It was felt that ail areas (water based activities, historic/cultural activities, family activities, shopping/dining and festivals and events) of visitor activity could use improvement plans. The most popular suggestions for improving Elgin's tourism offering were: • increased marketing/advertising and promotion • more interpretative services i.e. tours, guides, • partnerships, packages and linkages • improved waterfront area • general offering of services that tourists are looking for including hotels, restaurants, shopping etc. • access to funding and consideration of a paid tourism coordinator • other suggestions included developing a consistent theme for the County, Increased signage and website improvements Elgin/St. Thomas Tourism Development and Marketing Pian 117 ~ P a g e ~- faCtOf' S miilierdickinsonblais~ When asked to rank Elgin/St. Thomas'tourism offerings by value of most Importance, the following responses were recorded: (note that rankings are based on highest percentage In the category) Activit 1 2 3 Water based activities -boating, fishing, beaches / Historical landmarks, cultural activities, museums / Special attractions i.e. railway museum, S arta li hthouse windmill farm etc / Scener / Outdoor activities i.e. hiking, biking, skiing, Alvin / Nature based activities i.e. birding, hoto ra h / Festivals and events / Farmers markets u- ick farms / Wineries / Dinin / A ricultural tours / Performin arts theatres / Eco tourism activities / Golfin / Sho in / Cam in / When considering the greatest threats to a successful tourism future for Elgin/St. Thomas, the greatest threat was considered a lack of a coordinated plan. Threats getting greater than a 40% response rate in order of response were: • lack of a coordinated plan • lack of funding • lack of accommodations • underdeveloped product • lack of a communications plan • lack of marketing efforts • lack of municipal support • lack of program to maintain heritage properties • access to capital • lack of directional and attraction signage • overall economic conditions EI in/St. Thomas Tourism Develo ment and Marketin Plan 118 P a e ~' 9 p 9 ( 9 ~dCtC)1 S millierdickinsonblais~ • Memberships and other -Responding businesses were asked if they were members of the Elgin/St. Thomas Tourism Services organization. Sixty percent of the businesses were members and noted their primary benefit was communications of events and advertising, although some members were unsure of the benefits. Of the 40% that were not members, almost all of them said they were unaware of the organization and what the benefits would be. Clearly this is an ideal opportunity to Increase memberships, establish partnerships and enhance the revenue base. On a very positive note, 70% of the respondents indicated they would be willing to sit on a tourism committee dealing with an issue of interest to them. When asked for their final words, the following comments were the predominant responses: • Tired of surveys -start taking action • Area needs a lot of promotion and marketing • Need long range planning • Need more community and business support • Need to educate the locals on what is available for tourists to do in the County • Need government assistance with funding for future development Elgin/St. Thomas Tourism Development and Marketing Plan 119 ~ P a g e ~fa CtOT' S millierdickinsonblais~ Appendix II -Results of County of Elgin Focus Group Highlights Capacity Building -How do we inform, educate our residents on the opportunities for agri-tourism, heritage/culture and water based activities? Agri-Tourism Heritage and Culture Water Based Activities Assist farmers with new product Discuss opportunities with Develop commercial aspect of Ideas Mennonite communit harbour Involve youth in agri-tourism Develop a network with all Seek input from local youth heritage/cultural groups in the area Work with small farm operations Encourage cross promotion Promote shipment of goods to facilitate rowth throu h harbour Explore opportunities with Develop a program in the Promote uniqueness of lake Mennonite community schools to educate on local culture and histo Host agri-tourism event Informative signage Develop smaller water areas i.e. Lake Whittaker Develop a networking program Information sessions for local Encourage private development rou s -local education - i.e. stores restaurants etc. Explore mentorship and Take advantage of local Develop off season offerings i.e. ambassador ro rams communit ro rammin conferences retreats B&Bs Develop agri opportunities Develop a `travelling road show' unique to the area to showcase area events and attractions Keep in close touch with Develop tour bus opportunities a ricultural o erators Obtain buy in and sponsorship from secondary food producers i.e. Kello 's Product Development -How do we enable more and better product development? Agri-Tourism Heritage and Culture Water Based Activities Develop a traditional working Promote attractions Encourage new waterfront farm o erators i.e. boat rentals Learn from best ractices Create attractive resentations Partner with lar er centres Develop packages including Build inventory and develop Develop water based events i.e. accommodations, attractions listings fishing derbys, cruises, and ex erlences chartered fishin o ortunities Build inventory of unique agri Research what current Harbour improvements offertn s herita a{culture trends are `Live' website of agri events i.e. Package attractions with Clean up area -enhance hawk si htin s swan mi ration overni ht sta s beautification ions Promote 100 mile diet, `eat Build brand of our attractions - Create beach trails for fresh bu local' to ualit walkln /bikin Educate community on value of Assist operators in development Package deals i.e. canoeing, a ri-tourism of sustainable financial Tans meal and hikln Develop agri brochure Develop `cemetery tourism' - Advise locals on plan for condo develop maps and promote to develop in order to assist for enealo rou s future tans Offer leaning experiences Create umbrella organization to Media advertising - tv, website, re resent o erators brochures Elgin/St. Thomas Tourism Development and Marketing Plan 120 ~ P a g e ~~~faC~nf S millierdickinsonblais~. Promote awareness of fishing Develop heritage maps/website Signage along 401 promoting Industr beaches Develop network opportunities Create events that are Lake Erie Circle Tour far those in a ricultural Industr interactive and hands on Take advantage of Savour Explore geocaching Develop themed attractions and Ontario 0 ortunities events Marketing and Promotion -How do we effectively market and promote the region's agri-tourism, heritage and culture and water based industries? Agri-Tourism Heritage and Culture Water Based Activities Create unique feature within Enhance web presence with Work with campgrounds to the website related to regular updates promote local attractions attractions in the area Develop books of recipes using Up to date brochures and lure More media - tv local food leces Make test samples available of heritage and culture trail - Cross promote with local foods at area walking tours accommodations and establishments and organize restaurants local tastin events Co-branding of agri products Offer educational programs on Develop a campaign to target within the region i.e. honey In heritage and culture Michigan local beer Develop lure sheets of farms to Cross promote similar Promote hidden beaches of Elgin visit attractions shore Establish an agri-tourism coop Develop a common theme and Develop a consistent `water' that has regular meetings to brand style brand, icons and theme showcase roducts and Ideas Media advertising - tv Create mythology of the area - Provide a good product -word tell stories of mouth will be best marketing tool Develop an ag trail Link genealogy programs to the Provide a wide range of things website to do at the waterfront Create a program of farm tours Develop effective Promote water sports communications campaign for all audiences Co-promote ag events with Inform the locals -establish buy other events in the area in Cross promote with other Package attractions together tourism areas Elgin/St. Thomas Tourism Development and Marketing Plan 121 ~ P a g e~'-? Jfa Ct01' S millierdickinsonblais~. Appendix III -Tourism Practices in other Ontario Counties uestion Count -Norfolk Count Is there a Tourism Officer and/or Tourism and economic development division - tourism staff? everyone has responsibilities for both areas. 6staff - promotions coordinator, business development coordinator (raised $135K with private partners), economic development coordinator (red tape reducer and facade improvement program), marketing assistant and a graphic designer. They also have 6 more summer staff for visitor centres and mobile unit. They partner with Elgin and Halidmand on Ontario's South Coast initiatives and are very pleased with the relationshi . What is our re ortin relationshi ? GM of tannin and economic develo ment What is your annual operating $225,000 for tourism initiatives including salaries. budget? (excluding staff salaries and Visitor services cost $45,000. outside sources of fundin ? Budgetary trend over last several Stable ears? What additional monies did you Typically in an average year, they are able to secure resource last year? $25-50K additional funding for special regional ro'ects from the rovincial overnment What are your primary sources for Council, private partners fundin ? Membership fee structure? Range from $100 - $250 depending on category. There are Z20 members Tourism association structure? No -folded about 5 years. County holds meetings and focus groups with tourism industry re resentatives. Visitor information services? 6 summer staff at 5 visitors' centres and one mobile unit which travels to festivals and beaches - an where there are a lot of tourists. What are your primary activities? Promotion only Are you involved in the promotion of. .Events and:festivals? Culture and heritage? Promotion only Outdoors/sightseeing? ' Promotion only 5 orts? Promotion and het existin or anizers Agri-tourism? Agriculture marketing campaign -map and local food guide with 50 partners and a recipe book. Have a booth at the Norfolk County Fair exhibit - 30 farmers participate. They are members of the Ontario Culina Alliance and active) romote culina tours. Cam in /RVs? Promotion onl Boating -water based tourism? Promotion only. Promotes the marinas that the Count o erates. Packaging and tours? Promotional campaigns only -can't package due to rovincial le islation - TICO Travel Industr Counci) Elgin/St. Thomas Tourism Development and Marketing Plan 122 ~ P a g e faC~ 0i' S millierdicklnsonblais~. of Ontario) legislation - a municipality can only romote but cannot or anize or run due to liabilit . Winter activities? Promotion onl Downtown revitalization initiatives? '' Work with downtown organizations - do product develo ment and strate is tannin More information? htt ://www.norfolkcount .ca/ uestion Count -Prince Edward Count Is there a Tourism Officer and/or tourism DMO Is Taste the County and the County also has a visitor info staff? centre run by the Chamber of Commerce. Prior to a year ago, DMO was arms length Independent from the County office- now they are totally independent. Three full time staff -executive director, director of partnerships and sales and marketing and communications coordinator. What is the re ortin relationshi 7 Re orts to a non- rofit board - made u from membershi base. What is your annual operating budget? $SOOK including salaries (excluding staff salaries and outside sources of fundin ? Budgetary trend over last several years? Upward trend -depends on marketing program funds they are able to access What additional monies did you resource last 2009 -Ministry of Ag; 2008 -Ministry of Tourism, Community ear? ~ Futures and 24K annual rant from munici alit Count What are your primary sources for funding? Varied -memberships, county grant, events, advertising ($40K) and overnment fundin Membershi fee structure? Revenues are 40K membershi fees• 199 er member Tourism association structure? Volunteer board - 12 members Visitor information services? Run b the Chamber of Commerce - se crate board What are your.: primary activities? Three major events -Maple in the County, Countylicious (spring Are you Involved in the promotion of.:.. and fall), Taste - a Celebration of Regional Cuisine. Had 30 fam Events and festivals? tri s last ear with media re resentaBves. Culture and heritage? Participate in working group whkh is a subcommittee of membership association. Is focussed on history -new group. Have a program called Art Trail involving 21 artists. Also artici ates in a cultural round table which is a munici al initiative. Outdoors si htseein ? Throu h visitors uide :Sports? Have cycling events - building a new arena in Wellington which ma Increases ort tourism o ortunities. Agri tourism? ''. - Big part of what they do -Taste Trail, Taste - a Celebration of - Re Tonal Cuisine Cam In RVs2 Sandbanks is a rovinclal ark and the do their own marketin Boatin - watecbased tourism? '.. Throu h visitors uide Packa in and tours? ` Promote acka es as art of Great Fall Drive ro rams Winter activates? Wine vtsitadon onl Downtown 7evitalizatipn Initiatives? ` No. Hoping to access funding to develop tourism infrastructure i.e. trails etc More information htt www.tastethecoun .ca uestion Count -Huron Count Is there a Tourism Officer and/or tourism Tourism Coordinator -half time position, full time tourism staff? marketer -new position last year, full time tourism admin person (several people part time); Coordinator and Marketer are on the Huron Tourism Association board. . What is the reporting relationship? Part of Economic Development - report to Economic Development Mana er What is your annual operating budget? $250K includes salaries (excluding staff salaries and outside sources of fundin 7 Bud etar trend over last several ears? U sli htI - bi est increase was Tourism Marketer last ear Elgin/St. Thomas Tourism Development and Marketing Plan 123 ~ P a g e fdC1:01° S millierdickinsonblais~ What additional monies did you resource last They do joint projects with Perth County -received provincial year? funding - $lOK. There is additional project funding for heritage. Received provincial infrastructure funding for special events -one was arts and another was for `buy local, buy fresh' program. They share a marketing budget with tourism association and cost share advertising 50-60. Association's share comes from membership monies. What are our rimar sources for fundin ? Count also RED fundin Membershi fee structure? 125 er ear Tourism association structure? 16 board members 180 members 2 staff Visitor information services? All at the Tower tier level What are your primary activities? They have tourism related events specifically for industry Are you involved in the promotion of.i.. networking. They have 6-8 per year including a brochure swap - Events and festivals? some are fundraisers. Major events -usually promote lower tier events but are having a motorcycle tour culinary event this year. `. It is the first time the Count has run an event. Culture and heritage? :' Yes - Have a Heritage Cultural Partnership which Is a : subcommittee of the Huron Tourism Association Outdoors si htseein ? - Yes Sports? Partners with sporting events to provide brochures and tourist Information Agri-tourism?' Yes -through Farm to Table committee. Have a Huron Harvest ! Trail event Cam in RVs? Yes 8oatin -water based tounsm? :: Yes Packa in antl tours? -. Yes -Shakes eare of the Shoreline W(nteractivities?'. Yes Downtown revitalization initiatives? ''. Yes -Count has a downtown rev coordinator -RED mone More information? - htto://www.ontarioswestcoast.ca/index.html This website has the information on the membership structure of : the Huron Tourism Assocation and other information on events and ro rams includin the 2008 Tourism Re ort. uestion Count -Northumberland Count Is there a Tourism Officer and/or tourism Economic development and tourism director, tourism manager, staff? tourism coordinator, ag and creative services coordinator, 2 summer students What is the re ortin relationshl ? CAO What is your annual operating budget? $409K including rent, equipment and administration (excluding staff salaries and outside sources of fundin ~ Bud eta trend over last several ears? Stable What additional monies did you resource last Premier Ranked Tourist Destination Framework Project, ear? Communit Futures fundin for outdoor adventure ma ro'ect What are our rimar sources for fundin ? Coun Membershi fee structure? None Tourism association structure? None -Tourism Advisory Committee is comprised of regional tourism coordinators, public stakeholders and tourism businesses meeting on a monthly basis. The primary purpose of the Tourism Advisory Committee is to guide and advise Council and Northumberland Tourism in the development and on-going im lementation of tourism strate ies. Visitor information services? Cancelled because of low eastbound traffic -numbers went tom 15 000 - 4 000 due to availabilit of information on the web What are. your primary activities? Don't run but promote other festivals within the County Are you Involved in the promotion oE;. Events and festivals? `Culture and herita e? - Promote at ke trade shows and events OutdoorsJsightseeing? ': One of key drivers. Developed outdoor adventure map -awaiting outcome of PRTDF for further initiatives S orts7 ? No A rf tourism?; " A and creative services - 1 coordinator and has committee of Elgin/St. Thomas Tourism Development and Marketing Plan 124 ~ P a g e 1 aCtOf' s millierdickinsonblais~ ` industry representatives -organizes agrl tourism projects. Have a riculture action Ian. tam In RVs? <. Go to consumer shows - 4-5 er ear Boatin -water based tourism? '': All on outdoor adventure ma Packaging and tours? ': Encourage packaging from tourism businesses - we do itinerary planning far motor coaches but they contact individual businesses -the are not a oint of sale. Winter acdvitles? S: Promote at shows Downtown revitalizatlon Initiatives? Lower tier res onsibilit - su ort them More information? -. htt www.northumberlandcoun .ca index.as Appendix IV: Product Inventory Research conducted June 20Q9 Communit O eratin Name Product Cate or Product T e Municipality of Dutton Dunwich EI in Historical Show Herita a and Culture Festivals Events Municipality of Dutton Dunwich Villa e Crier Galle Other Art Herita e Culture Municipality of Stacey's Schoolhouse Dutton Dunwich Potte and Fine Art Other Art Herita e Culture Municipality of Dutton Dunwich Duttona Trailer Park None Not A licable Accommodation Municipality of Adventure, Sports, Dutton Dunwich Dude Ranch A ri-Tourism Recreation Municipality of Adventure, Sports, Dutton Dunwich Dutton Golf Club Other Recreation Municipality of Dutton Dunwich Goal Posts S ort Bar Other Food and Bevera e Municipality of Dutton Dunwich Laram 's Restaurant Other Food and Bevera e Municipality of Dutton Dunwich Old Villa e Tea Room Other Food and Bevera e Municipality of Dutton Dunwich The Green Onion Other Food and Bevera e Municipality of Dutton Dunwich Mancari's Pizza Other Food and Bevera e Municipality of Adventure, Sports, Dutton Dunwich Dutton Meadows Golf Club Other Recreation Municipality of Dutton Dunwich Ornamental Imo es A rt-Tourism Sho in Municipality of Dutton Dunwich Lakeview Gardens A rl-Tourism Sho in Municipality of Backus Page House Dutton Dunwich Museum Herita e and Culture Art Herita a Culture Adventure, Sports, Munici alit of West EI in Port Glas ow Yacht Club Water-based Recreation Munici alit of West EI in Blueberr Hill Farm A ri-Tourism Sho in Municipality of Dutton Dunwlch Em ire Valle Farm Markets A rI-Tourism Sho in Yellow Cottage Garden and Munici ali of West EI in Gifts A ri-Tourism Sho In Mickey's Route 3 Diner & Munici ali of West EI In Shake Sho Other Food and Bevera e Munici ali of West EI in D&L's Fish 'n' Chi s Other Food and Bevera e Sweet Spot Ice Cream and Munici alit of West EI in Bake Other Food and Bevera e Elgin/St. Thomas Tourism Development and Marketing Plan 125 ~ P a 9 e faCl01 millierdickinsonblais~. Munici all of West EI In Back Door Pizza Other Food and Bevera e Munici all of West EI in Joe's Famil Restaurant Other Food and Bevera e Munici all of West EI in Warwick Conservation Area None Not A licable Accommodation Munici alit of West EI in Enchanted Hldeawa Inc. None Not A Ilcable Accommodation Munici alit of West EI in Hickory Grove Family Cam round None Not A licable Accommodation Munici all of West EI in Port Glas ow Trailer Park None Not A Ilcable Accommodation Munici all of West EI in New Glas ow Orchards Inc. A ri-Tourism Sho in Townshi of Southwold Pearce Williams Christian Centre Other Accommodation Townshi of Southwold Fingal WIIdlife Management Area A ri-Tourism Natural Attraction Park Townshi of Southwold Marie's Anti ues Other Sho in Townshi of Southwold A Ietree Count Gift Sho Other Sho in Townshi of Southwold Villa a Pant Bouti ue Other Other Townshi of Southwold Picard Peanuts Other Sho In Municipality of Dutton Dunwlch T rconnell Herlta a Socle Herita a and Culture Art Herita a Culture Munici all of West EI in Ballistik Paintball Park Other Adventure, Sports, Recreation Munici all of West EI in Gibson's Hone Farm A ri-Tourism Townshi of Southwold Wa side Dinin Loun e Other Food and Bevera e Townshi of Southwold A.).'s Countr Diner Other Food and Bevera e Townshi of Southwold Old HI hwa 3 Anti ues Other Sho in Townshi of Southwold Holland House Restaurant and Tavern Other Food and Bevera e Townshi of Southwold Vanbrenk's Fru1t Farms and Nurse Ltd. A rI-Tourism Sho in Townshi of Southwold EI in District Scout Cam None Not A Ilcable Accommodation St Thomas Berr -Hill Ltd. Herita a and Culture Sho in St Thomas Cardinal Court Motel None Not A licable Accommodation St Thomas Comfort Inn None Not A Ilcable Accommodation St Thomas EI in Count Museum Herlta a and Culture Art Herlta e Culture St Thomas Elgin County Railway Museum Herlta a and Culture Art Herita e Culture St Thomas EI in Milita Museum Herlta a and Culture Art Herita e Culture St Thomas EI in Theatre Guild Herlta a and Culture Art Herita e Culture St Thomas Holida Fantas of Li hts Herlta a and Culture Festivals Events St Thomas Iron Horse Festival Herlta a and Culture Festivals Events St Thomas Little Red Mitten Other Sho in St Thomas Meadow Lane Winer Ltd. A ri-Tourism Food and Bevera e St Thomas New EI in Motel None Not A licable Accommodation St Thomas New Sarum Family Restaurant Other Food and Bevera e St Thomas North American Railway Hall of Fame Herlta a and Culture Art Herita e Culture St Thomas The Old St Thomas Church Herlta a and Culture Art Herita e Culture St Thomas Pfeffer Rhea Farm A ri-Tourism Sho In St Thomas Quai du Vin Estate Winery Ltd A ri-Tourism Food and Bevera e St Thomas Iron S Ike Brewe A rf-Tourism Food and Bevera e St Thomas Ramada Inn None Not A Ilcable Accommodation St Thomas Salt Creek Farm Market A rl-Tourism Sho in Elgin/St. Thomas Tourism Development and Marketing Plan 126 ~ P a g e ~°~f~ CtOI' S millierdickinsonblais~. St Thomas St Thomas-EIgIn Public Art Centre Herita e and Culture Art Herita e Culture St Thomas St. Thomas Fire Muster Da s Herita a and Culture Festivals Events St Thomas The Beane Other Food and Bevera e St Thomas Braxton's on Talbot Other Food and Bevera e St Thomas Brunswick Tavern Other Food and Bevera e St Thomas China House Restaurant Other Food and Bevera e St Thomas Count Charm Cafe Other Food and Bevera e St Thomas Craz Corner Cafe Other Food and Bevera e St Thomas D1xie Lee Chicken 'n' Fish & Chl s Other Food and Bevera e St Thomas Hammersle Fish 'n' Chi s Other Food and Bevera e St Thomas Harr 's Charcoal Broiled Other Food and Bevera e St Thomas Iona Restaurant Other Food and Bevera e St Thomas 7 & B's Coffee Sho Other Food and Bevera e St Thomas J.T.'s County Tavern and Club Other Food and Bevera e St Thomas ]ohnn 's Restaurant Other Food and Bevera e St Thomas Kath 's Corner Cafe Other Food and Bevera e St Thomas Kelse 's Restaurant Other Food and Bevera e St Thomas Le ends Tavern Other Food and Bevera e St Thomas Lorel Restaurant Other Food and Bevera e St Thomas Luck Garden Restaurant Other Food and Bevera e St Thomas Midtown Tavern Other Food and Bevera e St Thomas Ollee's Bar and Eater Other Food and Bevera e St Thomas Park Place Em orium Other Food and Bevera e St Thomas Ra s S orts Bar and Grill Other Food and Bevera e St Thomas Shaw's Ice Cream Other Food and Bevera e St Thomas Swiss Chalet Other Food and Bevera e St Thomas The Manx Arms Other Food and Bevera e St Thomas Upper Deck Restaurant and Sorts Bar Other Food and Bevera e St Thomas Your Fish and Chips Restaurant Other Food and Bevera e St Thomas Stardream Accommodation None Not A Iicable Accommodation St Thomas Glen Haven Motel & Restaurant None Not A Iicable Accommodation St Thomas Ma Ie Leaf Motel None Not A Iicable Accommodation St Thomas St. Thomas Motel None Not A Iicable Accommodation St Thomas Twin Peaks Motel Best Western Stonerid a Inn None Not A Iicable Accommodation St Thomas Victorian Rose Bed & Breakfast None Not A Iicable Accommodation St Thomas Dog & Pony Productions Inc. Other Sho in St Thomas Briwood Farm Market Inc. A ri-Tourism Sho In St Thomas Jumbo Monument Herita a and Culture Art Herita e Culture St Thomas Pinafore Park Water-based Natural Attraction Park St Thomas Waterworks Park Water-based Natural Attraction Park St Thomas Dalewood Conservation Area Water-based Natural Attraction Park ElginJSt. Thomas Tourism Development and Marketing Plan 127 ~ P a g e ~fdCL01 S millierdickinsonblais~ St Thomas V.A. Barrie Park Other Natural Attraction Park St Thomas EI in MaII Other Sho in St Thomas Boston Pizza Other Food and Bevera e St Thomas Conn 's B&B A ri-Tourism Accommodation St Thomas Talbot Trall of Yard Sales Other Festivals Events St Thomas St.Thomas Air ort None Not A Ilcable Other St Thomas Fer uson Brothers A ri-Tourism Food and Bevera e St Thomas Oegema Turkey Farms/The Turke Sho e A ri-Tourism Food and Bevera e St Thomas Wind n Willow Other Sho In St Thomas Ontario White-Tailed Deer Producers Association A ri-Tourism Food and Bevera e St Thomas Farmgate Markets Deli & Fresh Meat A ri-Tourism Food and Bevera e St Thomas Charlton's vali Meats A ri-Tourism Food and Bevera e St Thomas Scoo s & Cakes Other Food and Bevera e St Thomas Maurice's Pasta & Bakery Sho Other Food and Bevera e St Thomas Dutch Bake Other Food and Bevera e St Thomas Bread Store Other Food and Bevera e St Thomas Collett Meats Other Food and Bevera e Munici all of Central EI in Anything Used and Sparta Count Candles Other Sho in Munici ali of Central EI in Broderick's Ice Cream Other Food and Bevera e Munici alit of Central EI in Ca tain's Cook Other Food and Bevera e Munici alit of Central EI in Crescent Beach Cotta es Other Accommodation Munici ali of Central EI in EI in Count Museum Herita e and Culture Art Herita e Culture Munici alit of Central EI in Grand a's Dollhouse Herita a and Culture Art Herita e Culture Munici alit of Central EI in Great Lakes Farms A ri-Tourism Art Herita e Culture Munici alit of Central EI in GT's Restaurant Beach Bar Other Food and Bevera e Munici alit of Central EI in Harbourside Anti ue Market Herita a and Culture Art Herita e Culture Munici alit of Central EI in Harbourtown Soa Other Sho in Munici ali of Central EI in HeartAn el Other Sho in Munici alit of Central EI in Inn on the Harbour Other Accommodation Munici alit of Central EI in ]a dancin A ri-Tourism Sho in Munici ali of Central EI in Kettle Creek Inn Other Accommodation Munici ali of Central EI in Kettle Creek Marina Water-based Adventure, Sports, Recreation Munici alit of Central EI in Killer Deserts Other Food and Bevera e Munici alit of Central EI in Latitude Charters Water-based Adventure, Sports, Recreation Munici alit of Central EI in Lavendar Blue A ri-Tourism Sho in Munici ali of Central EI in M.E. & Suzie's Other Food and Bevera e Munici ali of Central EI in Mackies Herita a and Culture Food and Bevera e Munici ali of Central EI in Mickey's Boathouse Restaurant & Bar Other Food and Bevera e Munici alit of Central EI in Mount Zion Potter Herita a and Culture Art Herita e Culture Munici alit of Central EI in Mulberry Lane Bed and Breakfast A ri-Tourism Accommodation Munlcl alit of Central EI in North Shore Inn Other Accommodation Munici ali of Central EI in Paul Schleusner Studio Galle Herita a and Culture Art Herita a Culture Munici ali of Central EI in Pfeffer Rhea Farm A ri-Tourism Sho In ElginJSt. Thomas Tourism Development and Marketing Plan 128 ~ P a g e ~~faCt.Ol' S millierdickinsonbiais~ Munlci all of Central EI in Pleasant Valle Trout Farm A ri-Tourism Natural Attraction Park Munici alit of Central EI in Port Stanle Beach Hotel Other Accommodation Munici alit of Central EI in Port Stanle Cotta e Rental Other Accommodation Munlci all of Central EI in Port Stanley Festival Theatre Herita a and Culture Entertainment Munici alit of Central EI in Port Stanle House B&B Other Accommodation Munici alit of Central EI in Port Stanley Terminal Rail Inc ~ Herita a and Culture Art Herita a Culture Munici alit of Central EI in Port Stanley Whart Restaurant Other Food and Bevera e Munlci all of Central EI in Portside Galle Herita a and Culture Art Herita e Culture Munlci alit of Central EI in Quaff Du Vin Estate Winery Ltd A ri-Tourism Food and Bevera e Munici alit of Central EI in uaker Meetin House Herita a and Culture Art Herita a Culture Munici alit of Central EI in Robin's Nest Gift and Consi nment Other Sho in Munici alit of Central EI in Peter Robson Galler Herita e and Culture Art Herita e Culture Munlci alit of Central EI in South Beach Cotta e Rental Other Accommodation Munici alit of Central EI in S arta Tea Room Herita a and Culture Food and Bevera e Munici alit of Central EI in St.Thomas Dra wa Other Adventure, Sports, Recreation Munlci alit of Central EI in Stan Portle 's Anti ues Herita e and Culture Art Herita e Culture Munlci alit of Central EI in Tele ra h House Herita a and Culture Accommodation Munlci alit of Central EI in The Bluffs of Port Stanley Golf Club Ltd. A ri-Tourism Adventure, Sports, Recreation Munlci all of Central EI in The Buccaneer Restaurant Other Food and Bevera e Munlci all of Central EI in The Pierside Pub Water-based Food and Bevera e Munici alit of Central EI in The Rox Diner Other Food and Bevera e Munlci all of Central EI in Wind'ammer Inn A ri-Tourism Accommodation Munici all of Central EI in Winter Wheat Ltd A ri-Tourism Art Herita e Culture Munlci alit of Central EI in Hawks Cliff A ri-Tourism Natural Attraction Park Munlci alit of Central EI in Galle Next Herita e and Culture Art Herita e Culture Munlci all of Central EI in Peanut Galle Herita e and Culture Art Herita e Culture Munlci alit of Central EI in Anker Arts Galle Herita a and Culture Art Herita e Culture Munlci alit of Central EI in Shutter & Brush GaIIe Herita a and Culture Art Herita e Culture Munici all of Central EI in WIIIiam St. Galler Herita a and Culture Art Herita e Culture Town of A Imer A le Pie Bed & Breakfast A ri-Tourism Accommodation Munlci alit of Ba ham Grey Gables Bed and Breakfast Herita a and Culture Accommodation Town of A Imer Pinecroft Pottery, The Green Frog Team Room & Selma's Cabin A rf-Tourism Accommodation Munlci alit of Ba ham New Sarum Family Restaurant Other Food and Bevera e Town of A Imer Rush Creek Wines Ltd. A ri-Tourism Food and Bevera e Town of A Imer Cobblestones: Shelly McVittie's Galle Herita a and Culture Art Herita e Culture Town of A Imer A Imer and District Mueeum Herita a and Culture Art Herita e Culture Munlci alit of Ba ham Edison Museum of Vienna Herita e and Culture Art Herita a Culture Munlci all of Ba ham Port Burwell Museum & Historic Li hthouse Herita a and Culture Art Herita a Culture Town of A Imer Catfish Creek Conservation Authorit Water-based Natural Attraction Park Municl all of Ba ham Port Burwell Provincial Park Water-based Natural Attraction Park Elgin/St. Thomas Tourism Development and Marketing Plan 129 ~ P a g e ~; ~~~~factor s millierdickinsonblais~ Town of A Inver East Elgin Community Com Iex Other Adventure, Sports, Recreation Munici ali of Ba ham Wind Interpretive Centre Kiosk Other Other Townshi of Malahide Clovermead Bees and Hone A ri-Tourism Sho in Town of A Imer Heritage Line Herbs & the Silver Birch Tea Room A ri-Tourism ''.. Food and Bevera a Town of A Imer Lavender Blue A ri-Tourism Natural Attraction Park ', Munici alit of Ba ham Eden Golf Club Other Adventure, Sports, Recreation Townshi of Malahide Tarandowah Golf Club Other Adventure, Sports, Recreation Town of A Inver A Imer Sales Arena A ri-Tourism Sho in Munici ali of Ba ham Red Oak Travel Park Other Accommodation Munici ali of Ba ham Blg Otter Marina and Cam round Water-based Adventure, Sports, Recreation Munici all of Ba ham Dancin Creek Other Adventure, Sports, Recreation Town of A Inver The Pizza Facto Other Food and Bevera e Town of A Inver Atlantic Fish and Chi s Other Food and Bevera e Town of A Inver Aunt Kelli's Diner Other Food and Bevera e Town of A Imer A Imer Submarine Other Food and Bevera e Town of A Inver Central Hotel Pub & Patio & Athertons Cafe Other Food and Bevera e Town of A Inver Clarke's Restaurant Other Food and Bevera e Townshi of Malahide Cravin s Pizza Other Food and Bevera e Town of A Inver Donut Caters Other Food and Bevera e Town of A Inver Godfather Pizza and Subs Other Food and Bevera e Town of A Inver Hacienda Roadhouse Cafe Other Food and Bevera e Town of A Inver lohnn 's Restaurant Other Food and Bevera e Townshi of Malahide Our Count Diner Other Food and Bevera e Town of A Inver Peter's Pizza Other Food and Bevera e Town of A Inver S Icer's Bake Other Food and Bevera e Munici ali of Ba ham Sunrise Cafe Other Food and Bevera e Munici alit of Ba ham Sunshine Restaurant Other Food and Bevera e Munici ali of Ba ham Super Wok Chinese Restaurant Other Food and Bevera e Munici ali of Ba ham Van ulck's Baker Other Food and Bevera e Munici ali of Ba ham Villa e S ware Restaurant Other Food and Bevera e Town of A Inver Country Side Inn/Spare Moments Craft Su Ties Other Accommodation Town of A Inver Menno Lode Other Accommodation ~' Town of A Inver Swiss Cottage Bed and Breakfast Other ', Accommodation Town of A Inver A Imer Furniture Sales Herita e and Culture Sho in Munici ali of Ba ham Garden of Eden Tree Farm A ri-Tourism Sho in Munici ali of Ba ham Ste henson Fresh Market Other Food and Bevera e Town of A Inver The Beach Hut Other Sho in Munici aIi of Ba ham North Erie Marina & Trailer Park Water-based Adventure, Sports, Recreation Munici ali of Ba ham Springwater Conservation Area Other Natural Attraction Park Elgin/St. Thomas Tourism Development and Marketing Plan 130 ~ P a g e ~~fdCt(~I' S millierdickinsonblais~ Town of A Imer C 's Bowlin Loun e Other Adventure, Sports, Recreation Munici alit of Ba ham Twin Oaks Cam rounds Other Accommodation Munici ali of Ba ham The Li hthouse Rest. & Pub Other Food and Bevera e Munfci ali of ea ham Schooner's Galle Rest. Other Food and Bevera e Munici ali of ea ham Goldie's Famil Restaurant Other Food and Bevera e Munici ali of Ba ham Erie Cove Restaurant and Bar Other Food and Bevera e Munici all of Ba ham Countr Cam in Other Accommodation Town of A Imer Mom's Diner Other Food and Bevera e Town of A Imer Famil Affair Restaurant Other Food and Bevera e Town of A Imer Geordie's Tavern Other Food and Bevera e Town of A Imer Ca itol Cafe Other Food and Bevera e Town of A Imer Fare Thee Well Foods Other Food and Bevera e Munici alit of Ba ham Sand Hill Park Other Accommodation Town of A Imer Rub 's Cookhouse Other Food and Bevera e Town of A Imer Roses's Bed and Breakfast Other Accommodation Munici alit of Ba ham Cook's Pizza and Panzerotti Other Food and Bevera e Town of A Imer Beelln Trailer Park Other Accommodation Munfci ali of Ba ham Lo Cabin Other Accommodation Townshi of Malahide Pillar N Post Other Food and Bevera e Townshi of Malahide from the Meadow A rI-Tourism Sho in Town of A Imer Minerva Art Gallery and Custom Framin Herita e and Culture Art Herita e Culture Town of A Imer Aylmer Wildlife Mana ement Area A rl-Tourism Natural Attraction Park Town of A Imer Kuntry Gazebos & Wagler Minl Barns Herita a and Culture Sho In Town of A Imer The Wood ecker Herita a and Culture Sho in Town of A Imer Elizabeth Streicher Handmade wilts Herita e and Culture Sho in Town of A Imer Ramsey's Ornamental Concrete Other Sho in Townshi of Malahide Belmont Villa a Pantr Other Sho in Townshi of Malahide A Guy & 4 Girls & A Pizza Factor Other Food and Bevera e Townshi of Malahide Belmont Town Restaurant Other Food and Bevera e Munici alit of Ba ham Kin fisher Charters Water-based Adventure, Sports, Recreation Town of A Imer Brunelle Scul ture Herita a and Culture Art Herita e Culture Town of A Imer A Imer Swimmin Pool Water-based Adventure, Sports, Recreation Town of A Imer Old Town Hall Theatre Herita a and Culture Festivals Events Townshi of Malahide Odd Fellows Hall Other Festivals Events Townshi of Malahide HUB Other Other Townshi of Malahide Belmont Arena Other Adventure, Sports, Recreation Munfci alit of Ba ham Ba ham Communi Centre Other Festivals Events Munfci alit of Ba ham Bayham & Vienna Communit Centre Other Festivals Events Townshi of Malahide Belmont Golf Club Other Adventure, Sports, Recreation Townshi of Malahide Belmont Corn Maze A ri-Tourism Adventure, Sports, Recreation Elgin/St. Thomas Tourism Development and Marketing Pian 131 ~ P a g e faCT01' S millierdickinsonblais~. Appendix V: Trends in Social Media (Web 2.0) Tourism Web 2.0 must be considered as an Integral part of any current website design and particular any website strategy that spans 5 years. It builds upon the static websites of the past and facilitates communication, information sharing and collaboration on the web. Examples include social-networking sites, video-sharing sites, wilds, blogs and more. A few of the currently popular tools have been summarized in this section along with some examples of how they are being used for tourism. Twitter Twitter is a micro-blogging service that allows users to send and read each other's updates. Tweets (the posts to the site) are text-based posts of up to 140 characters. The tweet is displayed on the author's profile page and delivered to other users known as followers. Users can send and receive tweets via the Twitter website, external applications and by SMS (phone texts). Twitter can be a valuable tool for tourism by providing information and support for travelers and potential travelers. It's important to understand Twitter is a social channel and not a broadcast channel. The personal and one-on-one communication style of Twitter is hard to scale. That's why it's important to build a network of people from your industry and past travelers and passionate residents you can activate. Build your network and start engaging people. Use re-tweets to find the right person to assist and inform potential travelers. You can also use search and alerts to find people with questions that relate to your destination or related tourism experiences. Digg Digg is a social news website made for users to share content from anywhere on the Internet. Users submit (inks and stories and vote and comment on submitted links and stories. Voting the stories up or down is the backbone of Digg. elogs A blog (or weblog) is a website that is maintained with regular entries of commentary, events or other material such as videos and graphics. Blogs usually provide commentary or news on a particular subject. The ability for readers to leave comments is an Important part of many blogs. Most blogs are text based although some focus on art, photographs, sketches, videos music and audio. Elgin/St. Thomas Tourism Development and Marketing Plan 132 ~ P a g e ~~Qf~~CtOI~ millierdickinsonblais~ Google Maps Google Maps is a web mapping service developed and provided by Google. It is a free service that powers many map-based services. It offers street maps, a route planner for travelling by foot, bicycle, car or public transport. It Is also helpful for finding the location of businesses. Google Maps is highly extensible with the Google Maps API that allows developers to integrate the maps onto their websites. It allows users to embed the full map onto their websites and add their own unique keys to the map. Some ideas for use include walking/biking tours, as well as city and hiking tours. Flickr Flickr is an image and video hosting website. In addition to being a popular website to share personal photographs, the service Is widely used by bloggers as a photo repository. Some of its key features are tags, marking photos as favourites, group photo pools and commenting. Tourism sites are using Flickr to present visitor's photographs, pictures of monuments and landmarks, and for use in conjunction with their Google Map campaigns. Facebook Facebook allows users to join networks organized by city, workplace, school and region to connect and interact with other people. Users can also add friends and send them messages, and update their profiles to notify members about themselves. Much like Twitter, Facebook can be a valuable tool for tourism by providing information and support for travelers and potential travelers. Build your network and start engaging people. Creating groups, applications and widgets as well as contributing to them as well. Facebook Applications • Mobissimo Travel: to get rates directly from travel partners of this meta-search engine • Hostels: to search for inns and B&BS around the world, consult commentary and reviews from Facebook members (anyone or just friends) and, ultimately, complete a transaction on the site itself [www.hostelbook.com] • Fly by Farecast: to display the best rates and forecasts about one's preferred destinations • CityGuru: to find out where to get advice on what is in and out in a specific city • Trip Planner: to plan and share trips among friends (automatically recognized by Facebook) • My Travel Blogs: to create a personal travel blog Elgin/St. Thomas Tourism Development and Marketing Plan 133 ~ P a g e ~- ~fact:or S millierdickinsonhlais~. • Restaurant Reviews: to share advice and commentary about restaurants with friends • Fly to Friends: to constantly monitor the Kayak meta-search engine for the prices of flights to visit one's friends • Cheap Deal Finder: to stay up-to-date on the best travel deals offered by the STA Travel network of travel agencies • Video Travel: to share one's most recent travel videos with one's friends Source: htto://ow.lyLgbRt Linkedln Linked in is abusiness-oriented social networking site mainly used for professional networking. The purpose of the site is to allow users to maintain a list of contact details of people they know and trust in business. Users can invite anyone to become a connection. The list of connections can be used in a number of ways: a network is built up consisting of direct connections, the connections of each of their connections (second-degree connections) and the connections of second-degree connections (third-degree connections), employers can list jobs and search for potential candidates. AddThis AddThis is a easy way to Install, customize and localize your social network icons on your website. Wiki Wiki is a website allowing the easy creation and editing of any number of interlinked Web pages. Wikis are used to create collaborative websites and to power community websites. A wiki is useful for creating and distributing information (much like a website), but the true power is when users create new post or add to the content of the wiki. Take care to moderate your wiki verifying that that information entered is correct. A wiki is there to build a reputable database about your destination, not to self promote. Examples Coos Bay, Oregon (Twitter, Flickr, YouTube) Coos Bay is located on the Oregon coast, about halfway between San Francisco and Seattle. It's known for its spectacular beaches, world-class fishing, sand dunes, and beautiful scenery. Now, it's also known for a great little campaign they did on Twitter. Elgin/St. Thomas Tourism Development and Marketing Pian 134 ~ P a g e ~`~~~1f~ C~Ot° millierdickinsonbiais~, Allan Jenkins and Lee Hopkins are bloggers and all-around social media gurus. When planning a trip from Seattle to San Francisco, they turned to their friends on Twitter to suggest places to see and things to do along the way. As all good tourism destinations should do, Coos Bay (@TravelCoosBay) was listening. They not only responded with suggestions, they literally won they guys over with a series of smart, funny, and increasingly convincing tweets. For the whole story, take a look at the post that Allan wrote about the whole experience. Here's a quick run down: Responding to Allan's Initial tweet, @TravelCoosBay tweeted in reply about dropping in for a night during their trip. When Allan (@allanjenkins) and Lee (@leehopkins) thanked them and made a Ilttle joke, @TravelCoosBay sent them a link to a Flickr group showing off the area's spectacular scenery. Being no stranger to beautiful surroundings, Allan and Lee asked if the people in Coos Bay were as nice as the scenery. @TravelCoosBay responded with more pictures. This time, the pictures were of signs and electronic marquees from local businesses inviting AIIan and Lee - by name - to Coos Bay. Local folks also starting tweeting Allan and Lee en masse. Still Allan and Lee didn't commit. @TravelCoosBay kicked it up another notch by filming a series of ~~man-on-the-street" YouTube videos. Featured in these videos were regular Joe's and Jane's who could be seen in Coos Bay any day of the week. Each talked about a different feature of Coos Bay that Allan and Lee were sure to enjoy. Source: http: //ow.ly/a6UU Hutchinson, Kansas (blogs, twitter ) The Kansas Cosmosphere and Space Center, located in Hutchinson Kansas, wanted to bring some PR attention to the town and the other tourist attractions located there. Most small towns (and big cities, for that matter) would probably host a FAM tour to accomplish this. A FAM -short for familiarization - is a short tour geared toward the press or travel trade to familiarize them with the attractions of a particular area. The hope is that after the tour the press will write stories and articles about the area, and the travel trade will begin to book tours there. Not content to do things the old-fashioned way, Hutchinson Kansas hosted a travel blogger tour in mid-April. While the mechanics of the tour were much the same, this blogger tour differed distinctly from a typical FAM tour in the way word got out. Nine travel bloggers went on the tour of the Hutchinson area. They hailed from towns throughout the Midwest, and had a particular niche or specialty area they tend to write about. Here's a list of the bloggers on the tour along with links to their blogs and their Twitter profiles: Elgin/St. Thomas Tourism Development and Marketing Plan 135 ~ P a g e f~CtOl" S millierdickinsonblais~. • Becky McCray - Blog: smallbizsurvival.com Twitter: CalBeckyMcCray • Sheila Scarborough - Blog: familvtravellogue.com Twitter: (a~SheilaS • Cindy Stanford -Twitter: RaWichitaCindy • Todd Vogts - Biog: toddvoats.com ,Twitter: (a~ToddVogts • Deb Brown - Blog: debworks.com Twitter: CalDebWorks • Naomi Shapiro - Blog: s~erdumbsupervillain.bloaspot.com Twitter: (casuoerdumb • Bill Genereux - Blog: biliax.edubloas.ora Twitter: BCC iIIGX • Jeanne Cole -Twitter: OkieJ • Patsy Terrell - Blog: www.patsyterreli.com Twitter - Clpatsyterrell Most of them wrote blog posts during the tour, and they all wrote posts an articles once the tour was completed. Just to add another dimension, these bloggers were also on Twitter. They gave their followers the opportunity to keep tabs on all the Hutchinson action with the #hutch hashtag. Check out the biogs listed above and search for #hutch, and you'll get a Idea of the incredible amount of coverage and attention Hutchinson, Kansas got in return for a few days of hospitality. Source: htto: //ow.ly/a6UU Elgin/St. Thomas Tourism Development and Marketing Plan 136 ~ P a g e ~faCto~' miilierdickinsonblais~ Appendix VI: Website Competitive Analysis SO southern Ontario tourism websites (including the current Elgin Tourism website) were compared for the purpose of evaluating content, features and impression so as to generate a Ilst of recommendations for the Elgin County Tourism website. Websites selected represent a broad cross-section including Ontario, selected Counties and selected lower tier municipalities that may be reviewed when target audiences make travel decisions. Tourism Sites Reviewed Elgin County w~~._ URL: http://www.elgintourist.com County of Grey URL: www.visitgrey.ca Bruce County URL: www.explorethebruce.com Stratford URL: www.welcometostratford.com Elgin/St. Thomas Tourism Development and Marketing Plan 137 ~ P a g e faC~C)Y• S millierdickinsonblaism. Ontario URL: htto://www.ontariotravel.net Oakville URL: http://www.oakvilletourism.ca Windsor ,x o: ~t~ Y URL: http://www.visitwindsor.com Burlington URL: htto://www.tourismburlinaton.com Niagara URL: httn://www.tourismniaaara.com Elgin/St. Thomas Tourism Development and Marketing Plan 138 ~ P a g e ~'1 aCLOT S millierdickinsonblais~ Comparative Matrix Each site was reviewed and evaluated based on six critical web design parameters: 1. Tourism Content Evaluation is based on whether or not there is tourism Information within the website is catering partly or completely to tourism. 2. Interactive Features Interactive features allow visitors to enter in specific Information to generate an interactive response. 3. Design The design of the website Includes the layout and organization of the site, and how these factors relate to the ease with which a visitor can navigate the site. 4. Communication This section evaluates the website based on how effectively ideas are communicated. Evaluation is based on whether or not the information provided is of value to visitors, informative and easy to scan. 5. User Scenarios This section evaluates the website based on typical user scenarios. Evaluation is based on whether or not there is information within the site catering to these users. 6. Overall Impression This section rates the website according to its general appearance and the quality of information and images it provides. Elgin/St. Thomas Tourism Development and Marketing Plan 139 ~ P a g e ~faCt01~ S millierdickinsonblais~. Parameter 1: Tourism Content The following content applies to tourism Information within a tourism website or a website that combines tourism and economic development or has strong linkages. A lower number signifies a high level of difficulty in finding the information or not having the Information at all. A higher number signifies a lower level of difficulty in finding the information and the presence of the Information within the site. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E E " L ut ~ £ y ~L ~ H ~ ~ ~ F ~' m '~ ~ ~ ,(j' L j 7 O ~ F ~ = O ~ .,- O F F ~ 0 7 O H F O V ~ O • O +' = U L O y L ~ ~ cOi a w v ` 10 v m 7 ` 3 0 o z u, m Content Accommodation 2 3 3 3 3 3 3 3 3 Arts 2 3 2 3 3 2 3 1 3 _.. _.. __ Brochures/Guides '1 3 4 4 '3 2 3 1 4 Children's Activities 0 3 3 2 0 2 3 1 0 Contact Us 2 3 3 3 2 3 3 3 3 Culture/History ' `0 ` 3 0 0 2 1 0 1 3 Dining 2 3 2 3 3 3 3 3 3 Events and Festivals 2 3 3 3 3 3 3 3 3 Facts and Figures about Community 1 3 31 0 0 4. 0 1 0 Indoor Activtties 2 3 1 2 3 2 3 2 2 Maps 1 3 3' 3 3 0 3 3 i0; News 2 3 3 2 2 2 3 2 0 Outdoor Activities 2 3 3 3 3 2 3 Z 3 Shopping 3 3 3 3 3 3 3 0 3 Tours and Packages 2 3 4 3 3 3 3 2 0 Travel/Transportation 0 3 3 3 3 3 0 2 0 Weather 0 3 3 3 3 3 2 3 `0I Out of a possible 68 points 24 51 46 43 42 41 41 33 30 Elgin/St. Thomas Tourism Development and Marketing Plan 140 ~ P a g e ~FaC~OI' S millierdickinsonblais~ Parameter 2: Interactive Features Interactive features allow visitors to enter in speciFlc Information to generate an interactive response (i.e., typing in personal Information, coordinates, messages, responding to questions/polls). A lower number signifes a high level of difficulty in finding the features or not having them at all. A higher number signifies a lower level of difficulty in finding the features and the presence of the features within the site. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent is E ~ 'C y N ~ ° N ~ y y F . F ~ ~- 7 O T d 's y •~ i T O ~ O ~ 7 F O i. . 7 ° ° O o ° O ° ~ •° F' L r '~• ° I- I- F ° ' v o ° y °, ~ ° _ ~ ~ C T. 7 ~ t~+ Y iii m tail ~ m V Z 0 0 Interactive Features Business Directory 2 3 Z 0 0 1 0 0 0 GIS Mapping [0 1 0` 0 -0 1 0 0 0 Email Sign ups (receive newsletters, reports 3 2 2 3 3 1 3 3 3 etc.) Poll A 0 `0 0 Z 0 0 0 ?A Search 3 3 3 3 3 3 3 3 0 Suggestions/Feedback 0 `2 2 2 3 2 0 2 0 Videos 0 3 3 3 2 0 3 2 0 365 degree views 0 0 0 0 0 0 0 0 0 Social Media (blogs/pod casts) 0 3 3 0 0 0 0 0 0 Does the sitehave RSSfeeds? '-0 0 0: 0 0 0 0 0 4': Does the site have social bookmarking 0 0 0' 0 0 0 0 0 0 ability? Event Calendar 2 2 3 3 3 3 3 3 2 Itinerary creators 0 0 3 0 0 ;0 2 0 0 Accommodation search 3 3 3 3 2 3 3 3 2 Trip planner - 1 Z' 3 3 0 3 2 2 'i0 Activity search 2 2 Z 3 2 3 2 2 0 Contest 0 3 0 0 3 3 2 0 `0 E-cards 0 0 0 3 3 3 0 3 `0 Out of a possible 72 points 16 29 29 26 26 26 23 20 ii ElginJSt. Thomas Tourism Development and Marketing Plan 141 ~ P a g e ~~r~CtOh 7 millierdickinsonblais~. Parameter 3: Design This section examines the overall layout and organization of the website and how these factors relate to the ease with which a visitor can navigate the site. A lower number signifies a design feature that creates difficulty in navigating through a site. A higher number signifies a design feature, which makes it easy to navigate through. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E N ~i H N C E ~ G G ~ ~ ~ ~ u! I" N F I•" T ut ~ N 3 'y ~ N • ~ a + '- 7 I•" O i '~ 7 O ~ U ~ ~ Cl +' ~ ~ i' ~ ~ V C U 1Lp = ~ C • ~ ~ C 9 p~ ~~ L ~ ~ = Y O C 10 W fl! 0 0 m fA U Z Design Are links appropriately named and 3 3 3 3 3 3 3 1 identified? 3 Can the user easily find their way back to 1 3 3 2 3 3 3 2 2 the homepage? Does the design aid in the use of the web 2 3 3 3 3 3 3 1 1 site? Is the loading speed acceptable? 3 3 3 3 3 3 3 3 3 Is the navigat(on system easy to ase? +. 1 3 2 3 3 3 3 3 1 Is the site accessible to all types of users? 1 2 3 3 1 3 2 1 3 Is the site layout and function consistent? 2 3 3 3 3 3 2 2 1 Search Engines: are pages optimized? 2 3 3 3 3 2 2 2 2 Does the site Zook current and inviting? 2 3 3 3 3 4 2 1 1 Is the site visually strong and interesting? 2 3 3 3 3 3 2 1 1 Is there a clear brand and visual 2 3 3 3 3 3 3 1 1 consistency? Is the site aesthetically appealing? 2 3 3 3 3 3 2 1 1 Do links and imageshave ALT tags? '- 0 3 3 3 2 3. 0 0 Out of a possible 52 points 23 38 38 38 36 35 33 21 18 Elgin/St. Thomas Tourism Development and Marketing Plan 142 ~ P a g e ~~faCtOr millierdickinsonblais~ Parameter 4; Communication This section examines the effectiveness of the communication in the website. Evaluation is based on providing information that gives value to visitors, that is informative and easy to scan. A lower number signifies information that is not very informative and isn't very easy to scan. A higher number signifies information that is informative and easy to scan. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E N 'C a ' a ~L ~ (/1 L ~ ~ m ~. L ~ o c a ~ m ,~ y _ a ~ . T ~ F ~ O ~ L c ~ w ! o V F ~ d F- ~ F i U C ~ C ~ ++ d .i ~ ~ H t0 i ~ 7 ~ +r Y C m W N m U m 0 0 Z Communication Does the site provide writing that is easy to 2 3 3 2 2 3 3 2 2 scan? Does the site provide images that describe the 2 3 2 2 2 3 2 1 0 information? Does the site provide easy access to 2 3 3 3 3 2 3 2 1 categories? Does the site provide up-to-dateJcurrent Z 2 3 2 2 3 3 3 3 statistics and information? Is the site W3C compliant? 0 2 2 2 3 0 0; 0 i SEO- How well is the site listed? 3 3 3 4 4 3 3 Z 2 Out of a possible 24 points 11 i6 16 i5 14 14 i4 10 9 Elgin/St. Thomas Tourism Development and Marketing Plan 143 ~ P a g e faCtOl S millierdickinsonblais~ Parameter 5a: User Scenarios- I want to book a romantic weekend getaway This section rates the Web site based on the scenario of a tourist wanting information on a romantic weekend getaway. A Tower number signifies a high level of difficulty in finding the information or not having the information at all. A higher number signifies a lower level of difficulty in finding the information and the presence of the information within the site. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E ~ E ~+ ~ m . ~ E ` V! O ~ ~ L h C F :° y ~L 7 o to ~L >` y H ~L C I"' = F 0 C Q ~ ~ O ~ ~ v L o l0 ~' o ~ ~, GJ W y m 2 m 0 0 0 Am I able to search for B&BS? Z 3 3 3 3 2 3 3 0 Am I able tosearch for romantic packages? 0 3 2 0 0' 0 0 0`. 0 Am I able to search for places to go for 3 3 2 3 3 3 0 3 1 dinner? Does the site provide a listing of cultural 2 3 3 3 3 3 3 2 2 events/shows/theatres/ concerts? Does the site provide information on outdoor activities such as hiking, swimming, golfing, 2 3 3 2 2 2 4 2 2 and snowshoeing? Out of a possible 20 points 9 15 13 11 11 10 SO 10 5 Elgln/St. Thomas Tourism Development and Marketing Plan 144 ~ P a 9 e faCY.Ot' S millierdickinsonblais~ Parameter 5b: User Scenarios- I want to take my family away for the weekend This section rates the Web site based on the scenario of a tourist wanting to take their family away for the weekend on a mini vacation. A Tower number signifies a high level of difficulty in finding the Information or not having the information at all. A higher number signifies a lower level of difficulty in finding the information and the presence of the information within the site. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E ~ ~ y ~ y N i: p O N ~ £ ~ y E" F. .i T L H ' ,L 7 O y ~L N 'L 0 ' r o 0 ~ 0 ~ ° ~ ° ~ o ~ ~ U G U U O R T C O 10 O H ~ 01 C ~ L ~~ 3 L ~ Y G_ L ~ Of ~ W m y V O m O Z Am I able to find and book accommodation? 2 2 3 2 2 4 2 0 2 Can I search`for accommodation based on 0 0 3 0 0 0 0 0 0 price point? Am I able to search for a specific location for 2 3 3 3 2 3 0 0 0 accommodation? Does the site provide a listing of movie 2 3 0 0 0 0 0 0 0 theatres? Does the site provide a listing of stores to 2 2 3 1 0 0 3 2 3 shop at? Are there activities catering to 5-SO year 0 3 1 3 3 2 2 0 0 olds? Are there activities catering to a teenager? 0 2 2 2 3 '2 2 0 0 Is there information on golfing? 1 3 3 3 3 0 0 4 0 Out of a possible 32 points 9 18 18 14 13 11 9 6 5 Elgin/St. Thomas Tourism Development and Marketing Plan 145 ~ P a g e ~~f~~CT01" S millierdickinsonblais~ Parameter 6: Overall Impression This section rates the website according to its general appearance and the quality of information and Images it provides. Rating is qualitative, based on judgment. A lower number signifies a lower level of satisfaction and a higher number signifies a higher level of satisfaction. 0= Not there at all 1= Incomplete/poor 2= Satisfactory 3= Very good 4= Excellent E £ ~ ~ ~L N H ~ C G h h L ~ T ~ ~ ~ L L ~ ~ H L T . = F' = O = ~ U F ~ ~ V 0 y ~ ~ ~ ~ ~ 4 i L ~ C F Gl ~ C ~ _ ~ ~ C ~ 10 ~ W o ` i ' o 7 v L u ~ i C m m , 3 Overall Impression Breadth of Information 3 4 3 3 2 3 3 2 2 Completeness of Information 2 3 3 3 2 3 2 3 2 General Ease of Use 1 3 2 3 2 2 2 2 2 Marketability/Flashiness 1 3 3 2 3 2 2 1 1 Organization of Information 1 3 3 2 3 3 3 2 2 Quality of Graphics 1 3 3 3 3 2 2 1 1 Quality of Photography 2 3 3 3 3 2 3 1 1 Sense of Trust 2 3 3 3 3 3 3 2 2 Implementation of Best Practices 1 3 3 3 2 3 2 1 1 Out of a possible 36 points 14 28 26 25 23 23 22 15 14 Elgin/St. Thomas Tourism Development and Marketing Plan 146 ~ P a g e ^~~ fd Ct01" millierdickinsonblais~ Overall Score Note: The chart below is sorted by rank. E ~ ~ e i ~ N ~ 7 O ~ y O r •~ ~ ~ F t- ~- T H = y H ~ C = F.. ~ O C F F IO O U O V 'O O O F ~ O ~ ~ i O i C V ~ C 10 ~ 'O Of w O ` ~ ~' 7 v a+ o i ' 0 G ~ z m m 3 Overall score with a possible 300 points 106 179 177 172 169 163 127 126 124 It becomes apparent that the current EIg1n County tourism site not competitive. The areas that Elgin County needs to place the most focus on are: • Content, • Interactive Features, • OverallImpression. Elgin/St. Thomas Tourism Development and Marketing Plan 147 ~ P a g e ~' ~:Qfactor S millierdickinsonblais~. Recommendations A number of significant website gaps became apparent during the competitive review. While closing these gaps is the first priority, expanding content and interactive features to present a "best-in-class" tourism website is what is recommended to help Elgin County achieve "tourism destination" status in the perception of locals, Londoners and other visitors. I r.,.,to.,t ' I Written Content The content on the Elgin website is currently poorly written and incomplete. A thorough review, edit and completion of information is required. New content written needs to be engaging and needs to encourage prospective visitors to take the next step and make the trip to Elgin County. Directory Content The tourism directory content needs to be completed and expanded to ensure that all lower tier municipalities are properly represented, that information is up-to-date and that it can be searched by tourism prospects. Images We recommend including many high quality Images throughout all website pages. This will help users stay interested and to better understand the possibilities of an Elgin County visit. Natural Attractions It is recommended that you Include a list of top natural attractions within the Elgin County area along with a brief paragraph describing each attraction. This will appeal to those users looking for something that is breathtaking, relaxing and very memorable. News and Events It is recommended that you include a description of past events on a °News and Events" page to keep users informed. The events calendar can act as a source for upcoming events. Facts and Figures about Community Providing interesting facts and figures about the community will help make a city more appealing and increase the sense of trust for the viewer. Maps Better quality maps and directions to Elgin County, and/or links to Google maps would help users plan a trip to Elgin County easier. Weather Including average temperatures per month and amount of precipitation will help users when planning or preparing for a trip to Elgin County. Elgin/St. Thomas Tourism Development and Marketing Plan 148 ~ P a g e faCtOr S millierdickinsonblais~. Itinerary creator/trip planning tools This feature allows users to go through the site and add various events and attractions to their itinerary (which can be printed or sent to a friend). Users can add maps, events, attractions and restaurants. When they are finished, they have a listing of things to do. It's a great way to promote attractions and a valuable tool for visitors. Expanded search function Enable complex searches that let people search by the type of experience they are looking for such as °romantic" or "family" or "motorcycle touring". Combine attraction search results with suggested accommodations in proximity. Improved event calendar A calendar that can be sorted by event types and/or categories, municipalities, where upcoming event information is automatically posted on selected pages and where tourism services members can easily add their own events, will significantly enhance the visitor experience and help to increase event attendance. Recommendations and Suggestions Provide additional recommendations based on what people are searching for. For example if they are looking for a theatre, suggest restaurants or attractions in close proximity. Matching Advertisements Display advertisements based on keyword searches and based on what the visitor is searching for. If they are searching for camping, provide advertisements from camping gear or other related vendors. Interactive Content Using podcasts or a blog (interactive) to give information about attractions will help users make better informed choices on where and when to visit. Including social media features keeps users involved and up-to-date with what others have to say about the site, or various topics surrounding the municipality. Video testimonials, and "on-the-street" video interviews will engage viewers and convince them to visit Elgin County Social Media Further, it is recommended that you take advantage of social media to keep your keep your users up to date with current events. Include links to social networking sites such as Facebook and Twitter. (And any other social network sites that may be applicable.) User Generated Content Let visitors tell you about their experience through customer satisfaction surveys, public recommendations and testimonials. This feature promotes 2-way communication where users can provide helpful information for Elgin County on how to effectively communicate with their target audience and provide product that potential visitors are looking for. RSS Feeds Including RSS will allow users to subscribe so that they can stay up-to-date and current, Elgin/St. Thomas Tourism Development and Marketing Plan 149 ~ P a g e ~faCtOf~ S millierdickinsonblais~. (Desi n Impression and aesthetics A powerful first impression is impacted by visually strong design, good layout, colours, up-to-date content and professional photos of attractions. Including interactive features, maps, graphics, logos and photos will make the site more engaging. Branding We recommend that the branding works with the new branding recently established for Elgin County through the Progressive By Nature website. Links and Navigation Navigation design includes the development of a practical architecture and the design of an intuitive navigation system. Excellent navigation design increases visitor satisfaction, Improving their experience. Extensive inter-linking within the website will enhance the likelihood that people stay longer, explore more choices and find the things they are looking for faster. Alt Tags When the cursor is on an image or link, a box will pop up describing what the link or image is. Alt Tags should be Included with (inks in addition to images. This feature helps people with disabilities that use such devises as screen readers. ('Communication I Quality written content Writing that is engaging and inviting contributes extensively to convincing a prospective tourist to visit the County. Carefully constructed written content about attractions, accommodations and events will help the visitor to envision the type of tourism experience they can expect to have. Website visitors tend to be "scanners" rather than "readers". Use of subtitles, short paragraphs, bullet points and charts or graphics is recommended. Pictures say a thousand words Including more Images engages, maintains attention and creates curiousity. Content distribution As a general rule of thumb, it is better to have pages that aren't too long, aren't copy heavy and don't have too much information on one page. Where possible, it is more user-friendly to split content into different sections and spread it across different pages. A carefully designed content architecture will be required to plan the content distribution properly. Elgin/St. Thomas Tourism Development and Marketing Plan 150 ~ P a g e ~~fdCt01~ S millierdickinsonblais~. Search by desired experience We recommend expanding the search function to make it easy for prospective tourists to search by the type of experience they are looking for, this may include, but is not limited to: • Romantic getaways • Activities for families with kids 0-5, 5-10, 10-18 • Motorcycle touring • Art Studio tours • Shopping • Boating • Fishing • Hiking etc. First impression Improved design, increased use of photos and videos, Improved layout and navigation w111 engage the visitor and encourage them to move past the first page. Content Extensive use of photos and the creation of written content about attractions and vendors offerings will provide the information that tourists are eagerly looking for. Interactive Features Making it easy for prospective tourists to conduct complex searches, plan trips, set up and save itineraries, search the event calendar and find the Information that they are looking for quickly and easily. ElginJSt. Thomas Tourism Development and Marketing Plan 151 ~ P a g e fdCtOl~ S millierdickinsonblais~. Conclusion Without question, the Internet has become the first source of Information for the majority of the population. Local residents and prospective tourists are no exception. It has become critical to have highly competitive, powerful websites that provide all of the Information that a visitor is looking for and that encourage actionable next steps such as looking up information, submitting a name for an email newsletter or running a calculation to determine cost of traveling. Tourism websites are consumer websites. Due to this fact, the demands of a tourism site are much higher than those of an economic development site or those of a municipal site. This is due to the competitive nature of fickle tourism decision makers and their expectations with respect to the availability of quality content and Interactive online tools. Tourism websites also wield the power of significantly Impacting the success and growth of the tourism sector. An excellent tourism site will convert web visitors to tourists, while a poorly constructed, frustrating website will have them quickly moving on to their next possible tourism destination. Elgin/St. Thomas Tourism Development and Marketing Plan 152 ~ P a g e ~f~ CLOY"