HomeMy WebLinkAboutCOD-023-15 Cicaring- -1011
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Municipal
Clerk at 905-623-3379 ext. 2102.
Report To: General Purpose and Administration Committee
Date of Meeting: November 9, 2015
Report Number: COD-023-15 Resolution:
File Number: By-law Number:
Report Subject: Tourism Service Delivery Consideration
Recommendations:
1. That Report COD-023-15 be received;
2. That Council approve either option a) or b) for Clarington Tourism Service delivery:
a. the Municipal Service delivery model for Tourism as outlined in report COD-016-15
with the approval of the additional position of a full-time Tourism Coordinator
effective December 1, 2015; Or
b. The Region of Durham existing tourism program will be Clarington's main point of
tourism promotion; and
3. That all interested parties listed in Report COD-023-15 and any delegations be advised of
Council's decision.
Municipality of Clarington
Report COD-023-15 Page 2
Report Overview
This report follows Council resolution on Tourism ratified during a meeting on September 21,
2015. The resolution states "that the Municipality, the Clarington Tourism and Marketing
Board, and the Clarington Board of Trade be requested to provide proposals for the provision
of tourism services in the Municipality of Clarington". Further to some correspondence
attached staff recommend that Council either endorse the Municipal service delivery model or
request the Region of Durham to enhance their focus on Clarington's tourism attractions.
1 . Background
Report COD-016-15 (attachment #1) put forward a request for Council to select the entity
to provide tourism services going forward. Council asked for the CTMB, the CBOT and
the Municipality to submit their individual strategies for Council's consideration before
making a final determination of who should provide Tourism services for Clarington.
Following official receipt of Council's resolution both the Clarington Tourism and
Marketing Board and the Clarington Board of Trade have submitted letters declining the
invitation to put forward proposals for Tourism Services. The correspondence is attached
to this report.
Tourism is a key action as outlined in Council's 2015-2018 Strategic Plan. Council
indicated that it wanted to "review and implement the best option for the delivery of the
Tourism function."
2. Proposal
Since the Clarington Tourism and Marketing Board and the Clarington Board of Trade
have both declined to submit proposals for tourism delivery (attachment #2 and #3), staff
are recommending that Council consider adoption, from Report COD-016-15, Option 1:
Municipal Service Delivery, with enhanced focus on Tourism services by the addition of a
full-time Tourism Coordinator position effective immediately, or alternatively consider
asking the Region of Durham to include Clarington in their Regional Tourism Plan.
Both of the Tourism Partner Groups, CTMB and CBOT, have stepped aside from
competing to deliver Tourism services on the expectation and endorsement of providing
dedicated resources to continue with Tourism as a Strategic Plan priority, The existing
staff complement of three part-time positions does not provide sufficient resources to
continue with the tourism program as evidenced by the requirement in 2015 of
Management and Full-time Staff and their spouses, who volunteered, to step in to assist
in delivery of the current program. The 2015 program had additional events and
outreach/research activities, as well as Management co-ordination with the Durham
Municipality of Clarington
Report COD-023-15 Page 3
Tourism Program efforts. Any program that is delivered by part-time staff, requires
significant commitment in supervision for Health & Safety reasons, decision making
authority, co-ordination and signing authority. The existing structure removes the
Corporate Communications Officer from dedication to the Communications /Social Media/
Website and Division priorities. Adding a full-time Co-Ordinator to the existing part-time
complement will allow focus and dedication as proposed through the Strategic Plan.
Notwithstanding the height of the tourism season is May through October, the planning,
co-ordination and strategy development is required now to ensure continuity and
expansion of the Tourism Service program. In addition, there are a number of seasonal
events that still require input and co-ordination for the remainder of 2015.
Once hired, the Tourism Coordinator will work on a Tourism strategy involving all Tourism
partners and stakeholders. This will likely include a Tourism forum to be held with Central
Counties, Durham Tourism and local Tourism partners to create a strategy and build
partnerships. Such a strategy will align provincial and local tourism initiatives and will
maximize existing relationships. Implementation of the fully developed Tourism strategy
would then take place throughout 2016. Delay until the 2016 budget deliberations before
hiring of the additional staff position, would mean that any new Tourism strategy
development would be delayed because there is a significant amount of pre-planning and
co-ordination for the normal event program early in the year, in order to meet the height of
the Tourism season, therefore it is unlikely that any new strategy would be accomplished
in time for the 2016 season. With the current timing being November 2015, hiring for a
December timeframe, would just allow a new individual to become familiar with the local
tourism program and Partners, begin networking, co-ordinate the forum, develop the
strategy, and co-ordinate implementation for 2016 v even with this timeframe, the timing
is quite tight.
Alternatively, should Council decide to pattern Tourism Service Delivery on the model
adopted by a number of the Area Municipalities, whereby they rely on the Region of
Durham to provide all Tourism Services and promotion, the Municipality will work with the
Region to assist in promotional endeavours without direct participation. This would
dissolve the Tourism Office and reduce all but limited advertising directly related to
tourism.
3. Conclusion
Adhering to Council's Strategic Plan and the high priority set on Tourism delivery, staff
are asking Council to endorse either option a) the Municipal Service Delivery option,
including hiring a full-time Tourism Coordinator effective immediately; or option b) request
the Region of Durham to include an enhanced Clarington Tourism focus as part of their
Regional Tourism strategy.
Municipality of Clarington
Report COD-023-15 Page 4
4. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan specifically
Strategic Priority 1: Facilitate the creation of jobs and expansion of Local business, new
action 1.5 Review and implement the best option for the delivery of the tourism function.
5. Budget Implications
Should Council approve continuation with the Municipal service delivery option, the
expanded program identified through the Tourism Strategy which will be developed by the
new full-time Tourism Co-ordinator, will be identified through the 2016 Budget Process.
Annual salary estimates for this position would be approximately $72,000 plus benefits; the
2015 impact would be approximately $7,000.
Should Council decide on option b) and ask the Region of Durham to include Clarington in
their Regional Tourism Program, the reallocation of tourism expenditures embedded in the
existing budget would be undertaken by the Director of Finance as appropriate through the
2016 budget preparation.
l
"_c.__
Submitted by: Reviewed by: -�
rie Marano, H.B. Sc., AMCT Franklin Wu,
Director of Corporate Services Chief Administrative Officer
Staff Contact: Basia Radomski, Corporate Communications Officer, 905-623-3379 ext. 2214 or
bradomski6c clarin tom
Attachments:
Attachment #1 Corporate Services Report COD-016-15
Attachment#2 Clarington Tourism Marketing Board Recommendation
Attachment #3 Clarington Board of Trade Board Response
List of interested parties to be notified of Council's decision is on file in the Corporate Services
Department.
claringtoil Attachment 1 to Report COD-023-15
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Municipal
Clerk at 905-623-3379 ext. 2102.
Report To: General Purpose and Administration Committee
Date of Meeting: September 8, 2015
Report Number: COD-016-15 Resolution:
File Number: By-law Number:
Report Subject: Options for the Delivery of Tourism
Recommendations:
1. That Report COD-016-15 be received;
2. That Council review the proposed options for the delivery of tourism services and provide
staff direction to pursue any of the following options; (a) Status quo; (b) Clarington Tourism
and Marketing Board assume responsibility for Tourism Services; (c) Clarington Board of
Trade to assume responsibility for Tourism services; or (d) Contract out Tourism services to
a private provider. Staff will then gather information and report'back with an analysis and
attached plan for each option Council has expressed an interest in.
3. That all interested parties listed in Report COD-016-15 and any delegations be advised of
Council's decision.
I
Municipality of Clarington
Report COD-016-15 Page 2
Report Overview
This report stems from the Strategic Plan 2015-2018 adopted by Council on June 29, 2015.
One of the new actions outlined in the plan indicates that the Municipality will "review and
implement the best option for the delivery of the Tourism function." This report provides
Council with four options for Tourism service delivery. Staff is seeking Council direction and
authorization on which option(s) to pursue moving forward.
1 . Background
Council adopted its 2015-2018 Strategic Plan during a regular meeting on June 29, 2015.
One of the new actions Council approved is the review and implementation of the best -
option for the delivery of the Tourism function.
Tourism is an integral part of our local economy. Clarington has a thriving Tourism
industry run by local businesses and operators with an obvious keen interest in Tourism
promotion. Some local operators and businesses have come together to form the
Clarington Tourism Marketing Board (CTMB). This Board has been working on a Tourism
plan since the organization started in 2008 under the name of Marketing Minds. Since its
' inception the CTMB has evolved into a more formal organization. Currently, it is a co-
operative made up of local tourism businesses who have come together to promote
Clarington as a top of mind tourism destination. On December 16, 2014 the CTMB
approached Council asking for financial assistance for an Economic Impact Study that
would help shape a Tourism Marketing Plan. The study was partially funded by the
Municipality in the amount of$7,000 through approval of the 2014 budget, with Central
Counties Tourism sharing the study cost.
The study was completed by August 2014, The Chair of the CTMB, Petra Schwirtz,
presented the results of the study at the September 22, 2014 General Purpose and
Administration meeting. The Study was done by Collis and Reed Research it served as a
catalyst for the Clarington Three-Year Community Tourism Plan which was developed by
the CTMB with the help of Central Counties Tourism, The Plan was presented to Council
at Committee Meeting. Fallowing that presentation at a Council meeting on September
29, 2014, Councillors adopted the following resolution #C-353-14:
That the delegation of Petra Schwirtz, Clarington Tourism Marketing Board, regarding
an update on the Tourism Plan and Impact Study for Clarington, be received with
thanks; That staff be directed to engage with the Clarington Tourism and Marketing
Board; and That the Clarington Tourism Three-Year Tourism Plan and Tourism in
Clarington -An Economic Impact Statement be referred to the Strategic Planning
Process.
Municipality of Clarington
Report COD-016-15 Page 3
Petra Schwirtz and Steve Simic appeared before General Purpose and Administration
meeting on April 20, 2015. They provided an update and presented a Draft Proposal and
Discussion paper on Growing Tourism in Clarington, which included a Terms of
Reference and a potential model for the CTMB to take over Tourism services. Councillors
also discussed the potential of the Clarington Board of Trade taking over Tourism
Services.
As a result Council adopted the following resolution #GPA-262-15:
That the delegation of Petra Schwirtz and Steve Simic, Clarington Tourism Marketing
Board, regarding the Draft Proposal and Discussion Paper on Growing Tourism in
Clarington, be referred to the Strategic Plan; and That Council consider undertaking a
report to study options for the delivery of Tourism Services,
A two-step approach has been developed to assist Council in deciding the best model for
Tourism service delivery, First, Council is asked to decide which tourism service delivery
option(s) it wishes to investigate. Second, depending on Council's decision, the
appropriate authority will report back with a strategy and plan for the delivery of Tourism
services, for Council's final consideration.
4 2. Proposal
Staff have identified four potential options that were discussed during the course of
meetings as outlined above.
2.1 Option 1- Municipal Service Delivery
The Strategic Plan identified Tourism services as an important element in highlighting
Clarington as a destination and as a driver of economic development opportunities. The
success of Tourism in Clarington has evolved to a point that the part-time services are not
able to meet the increasing demand and expectation of Council. Traditionally, the
services have been provided by part-time employees which requires a significant amount
of dedication from the Corporate Communications Officer, both as supervisor and
participant in Tourism activities, thereby, severely limiting the focus on professional
corporate communications. Committing to Tourism and enhance our service delivery as a
priority requires the addition of resources to enable the Municipality to continue to provide
Tourism Services at the expected competitive level.
Under a Municipal Service model the Communications and Tourism Division would
develop a Tourism strategy through the addition of a full-time Tourism Coordinator. In
order to effectively develop the comprehensive plan for implementation throughout the
2016 tourism season, the position is requested at this time. Communications and
Municipality of Clarington
Report COD-016-15 Page 4
Tourism are both high-profile and large portfolios that need to see appropriate staff
support and investment in order fulfill their mandates. Attachment#2 is a brief outline of
Tourism events and activities throughout the year.
The current tourism service delivery cost is approximately $145,000 inclusive of
advertisement, program delivery and building expenditures. Of note is the level of focus
and commitment in Clarington compared to the area municipalities who rely almost
entirely on the Region of Durham Tourism program to provide local services (Attachment
#1).
2.2 Option 2 - Clarington Tourism and Marketing Board (CTMB) assume responsibility
for Tourism services
The Clarington Tourism and Marketing Board has introduced a potential model to take
over the provision of Tourism services, Staff have not been able to assess the model as
the business case is still under development. Based on Council direction, this local not-
for-profit group could finalize their comprehensive strategy for delivering Tourism
services. If requested, Clarington staff would provide appropriate particulars of the
current municipal program, to assist them in understanding the extent and outreach of the
existing services. The CTMB would then report back to Council for funding commitment
and authorization to proceed with their program.
2.3 Option 3- Clarington Board of Trade to assume responsibility for Tourism services
This option was raised by Members of Council during the April 20, 2015 General Purpose
and Administration meeting. Pending Council endorsing this option, the Board of Trade
would be requested to assess their ability and interest in adding this service to their
existing agreement, and develop their strategy for Council consideration and approval.
2.4 Option 4-- Contracting out Tourism Services to a private provider through the
Purchasing and procurement process
Should Council wish to pursue this independent option, staff would begin the process of
issuing an RFP for an independent contractor to take over the provision of Tourism
services, with a report back to Council for final approval.
3. Conclusion
In keeping with the priority of Tourism services as set out in the Strategic Plan, Staff are
seeking Council guidance and direction to select the appropriate option for the provision
of Tourism services in Clarington,
I
Municipality of Clarington
Report COD-016-15 Page 5
4.. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan specifically
Strategic Priority 1: Facilitate the creation of jobs and expansion of Local business, new
action 1.5 Review and implement the best option for the delivery of the tourism function.
Submitted by: Reviewed by: t --
-Marie Marano, H.B. Sc., C.M.O. Franklin Wu,
Director of Corporate Services Chief Administrative Officer
Staff Contact: Basia Radomski, Corporate Communications Officer, 905-623-3379 ext. 22114 or
baadomski@clarington.net
List of interested parties to be notified of Council's decision is on file in the Corporate Services
Department.
i
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Attachment #1
Municipal Comparison; Tourism Strategy in other Municipalities
Municipality
T Focus Mandate Service Initiative Cost
IProvision
Ajax Sport Tourism Tourism in Ajax is Durham Tourism Tourism $5000 annual
run under does the majority Advisory $2500 approx.
Economic of promotion,, Group spent on Durham
Development. It leverage their Tourism Directory
was identified as strategy and Leadership
a key economic resource, Team (Region)
sector in the Ontario By
Economic Bike
Development and Pickering
Tourism Strategy Village-
(2010). Pan Am Ajax
You're invited
(business
engagement)
Whitby ITourism/Special Whitby relies on Durham Tourism Have set No specific
event driven Durham Tourism does the majority special events budget
for ongoing of seasonal throughout the allocation,
promotion, promotion, year that are Special event
seasonal Tourism driven organized and driven,
strategy. Their via special promoted, promotion rests
Tourism resides events. Special with
in Special events, occasions Communications
Manager of Parks such as Pan and Marketing.
oversees Tourism Am Games
in coordination brings together
with other different
departments ie. departments.
communications _
Oshawa Event Driven Tourism in Special events Annual Dining No designated I
Oshawa is are handled by Guide budget for
handled by Recreation & Other Tourism,
various divisions Culture, other promotional
including BIA, departments material as
economic assist, BIA also needed
development, very active. New
Recreation & role Culture
Culture, Durham Development
r Tourism officer who
handles culture
and arts. No
formal Tourism
i
strategy,
*Pickering did not respond to our request for information
i
Attachment#2
TOURK1�
CLMINGT y
Tourism Overview
Tourism services are managed and operated under the Corporate Services umbrella as
part of the Communications and Tourism Division. The Clarington Visitor's Centre is
managed and open 10 a.m. to 5 p.m, Monday to Saturday-year round, Tourism has a
Manager, a part-time Tourism Co-ordinator and two part-time Clerks. Staff are
responsible for the day-to-day operations that include: welcoming visitors/residents by
providing hospitality and knowledge of Clarington attractions, events and Municipal
departments and providing directions to local and provincial attractions, The Tourism
office also provides Ontario information provided by Ontario Travel, Festivals & Events
Ontario, Attractions Ontario and various communities. Tourism staff also manage a
database for visits and stakeholder information; provide social media content
management (sharing/retweeting content, creating content and graphics for Facebook,
Twitter, and Instagram); oversee Website content'and graphics; co-ordinate and work
with tourism stakeholders, groups and Municipal departments on projects and
participate in numerous events to promote Clarington as a destination.
Tourism staff also manage the Visitor Guide Distribution in semi-annual shipments to
140 visitor centres, townships and chambers of commerce throughout Ontario, This
does not include the distribution of the Visitor Guides to the local advertisers or tourism
partners, which we deliver by hand once annually, then by request.
Tourism staff also sell Snowmobile permits for two snowmobile clubs in Clarington; The
Long Sault Snowmobile Club, and the Ganaraska Snowmobile Club.
Tourism Resources / Publications
Visitor& Relocation Guide—Staff work closely with the Communications Division on
the design and content. We reach out to our Tourism stakeholders to promote various
annual festivals, events and Clarington as a destination. In 2015, 50,000 copies of the
Clarington Visitor and Relocation Guide were printed and distributed to our Tourism
Partners, Ontario tourism destinations and during Clarington events.
Clarington Cycling- Map Z-Card format
Clarington Fishing- Map Z-Card format
Between Games Brochure— Document for sports teams informing them of activities,
what to do, where to eat, in between competition and games. We are working on an
update of this brochure.
i
i
i
Tourism Map - Currently working on a map of Clarington-for visitors and residents to
inform them of many great experiences in Clarington listing some of the major
attractions.
Clarington Mobile App— Continually updating information to listings database., a new ,
"Tours" feature has been added for 2015 to compliment featured tours such as: A
Country Path, Historical Walking Tours, and Scenic Driving Tours
#Onlyin Claring ton.com Blog— Each month a new listing of upcoming events is
added, as well as featured stories and highlights (Ex. Clarington's Outdoor Concerts)
Advertising and Marketing
In January 2015, we launched the "Take A Bite out of Clarington" Campaign, promoting
the Municipality and its attractions through:
• Channel 12 annual Tourism advertising campaigns promoting Fall, Winter, March
Break and Summer in Clarington.
• Attractions Ontario Passport Magazine --•through a co-operative advertising
campaign with Canadian Tire Motorsport Park, The Bowmanville Zoo and Jungle
Cat World.
• Canadian Tire Motorsport Park--• Event program advertising.
Joint advertising with Central Counties in Horizon magazine and P.A.T.H, videos
promoting Clarington
• TODS (Tourism-Orlented Directional Signing) are located on Hwy. 401 east and
west bound and on Hwy. 115 Southbound to Clarington, directing visitors to the
Clarington Visitor's Centre. This is an annual'contract that requires an update.
• Advertise in the Durham Tourism Discovery Guide promoting Clarington.
• Other marketing and advertising as permitted by budget in support of annual
initiatives and events.
• Social Media statistics as of August 2015: Facebook: 1429 "Likes"; Twitter: 2.4K
Steadily growing (Facebook: gained 272 new Likes since January 2015)
2015 Marketing Campaigns
• Creation of "Embrace the Frost"winter campaign, that included printed brochure
for distribution at Bowmanville "2014 Apple Festival" event, social media /
website graphics and signage to promote events and activities in Clarington
• Creation of "March Break Smiles"spring campaign that included an interactive
blog, social media/website graphics for both www.clarington.net and
www,clarin.gtontourism.net and Chex TV commercial.
• Creation of "62 things to do in Clarington"summer campaign that included an
interactive blog, social media /website graphics, Chex TV commercial and
Rogers TV `Daytime Durham"interview,
Partnerships I Event Promotion I Participation
2015 Durham Festival "Picasso's Picnic Kids Artfest @VAC—Working
collaboratively with the Visual Arts Centre of Clarington and Durham Tourism, attended
planning meetings and assisted in the coordination of the event, creating marketing
materials and promoting the event throughout Clarington, hosted a booth to welcome
visitors and tracked attendance during the festival.
Bowmanville Tackle Swap and Fishing Show—Assisted with the promotion of the
event and attended the event jointly with Community Services.
Bowmanville Rotary Rockin'Ribs and Brews—A joint event booth with Community
Services.
Durham Festival Media Launch— Coordinating with Picasso's Picnic organizers to
showcase Clarington during the media launch (see https://yimeo.com/129278506).
Doors Open Clarington—Worked with the Doors Open Clarington committee to help
promote the event for 2015 and create new branding,
Spartan Race— Promoted 2015 Spartan Race at Brimacombe through social media,
newspaper advertising and jointly hosted a booth with Durham Tourism. Worked closely
with CBOT.to coordinate and inform community about event,
Wooden Boat Festival— Promoted the Port of Newcastle 21 st Annual Wooden Boat
Festival through social media, print advertising and attending the event with a booth.
Clarington Heritage Week— A collaborative effort of Clarington Planning Department,
Clarington Museums, Visual Arts Centre of Clarington, the ACO and the Newcastle
Village and Historical Society to assist in the organization of the event, and by creating
new branding for 2015 used for print; website and social media by attending all planning
meetings.
Clarington Planning Department— Created historical walking tours brochure to be
used for Clarington Heritage Week and afterwards for tourism locations (tourism office,
Clarington Museums, etc.
Bowmanville BIA events—Continually work with the Historic BIA events committee to
assist with promotion of events through our social media, assist with event features and
event marketing, present with a booth at the Maple Festival, Summer Fest, and the
Apple Festival
The Great Waterfront Trail Adventure—We coordinated two stops in Clarington for
this cycling adventure ride on August 17t" with the Waterfront Regeneration Trust,
Clarington Operations, Engineering and Community Services departments to welcome
cyclists to Clarington with water stations and information booth.
CTMP Chevrolet Silverado NASCAR Camping World Truck Series— Promoting the
event on social media and hosting a booth for the race weekend to welcome visitors.
Orono Fair—A joint event booth with Community Services, Clarington Museums and
The Visual Arts Centre of Clarington and assisting with promotion using social media.
Newcastle Harvest Festival—This year we will be participating in this annual
Newcastle fall festival to welcome visitors to Clarington.
Product Development / Training
Stakeholder Visits— Ongoing visits with Tourism stakeholders to take photos, update
our information, and assist with basic social media, tourism listings and to gather
feedback. Attending regular meetings with tourism stakeholder groups such as;
Clarington Tourism Marketing Board, A Country Path, Bowmanville BIA, Durham
Tourism and Central Counties Tourism
2nd Annual Agricultural Summit @CTMP (March 17)— Hosted by Clarington Board of
Trade, we hosted a booth and attended the conference as a participant.
Durham Symposium (March 26)—Attended the annual Durham Tourism conference
to learn about tourism initiatives for,2015 and the Durham Festival.
Tourism Ambassador Training Program (May 21) - Partnering with Central Counties
Toursim and Clarington Board of Trade, this training program informed stakeholders of
"best practices" for customer service, prior to the PAN AM / PARA PAN games as a
non-hosting municipality,
Food Truck Seminar(June 2) --attended seminar to gather information on "best
practices" and Clarington's Bylaw with Len Creamer presenting.
Tourism Industry Newsletter— published monthly to inform tourism stakeholders of
upcoming promotions, industry news and events.
"Take A Site out of Clarington"Branding examples for 2015:
NAMEMP-
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Attachment 2 to Report
COLS-023-15
1f I
M B
CIARINUON TOURISM MARKCTING BOARD
October 5, 2015
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1 C 3A6 ,
Attention: Mayor Foster & Council
RE: Clarington Tourism Marketing Board (CTMB)
Growing Tourism in Clarington
Dear Mayor Foster & Members of Council:
This letter will serve to advise you that CTMB will not be submitting a proposal to "Grow
Tourism in Clarington" as an independent body.
After much deliberation, we believe that Tourism needs to remain within the Town.
There are several factors that have led us to this decision:
• It is the most fiscally responsible direction for tourism. CTMB's proposal would
have been in excess of$200,000, largely due to no existing infrastructure. The
Tourism Department, having all the resources already in place, could grow
tourism at much less cost to the tax payer.
• It is the most collaborative direction for tourism. The crossover within Municipal
departments working on tourism initiatives can continue seamlessly. As well, the
good working relationships with CTMB & CBOT can continue without possible
territorial conflicts.
• It is the most effective direction for tourism. Tourism staff have done an amazing
job in the last year. Clarington's "Tourism Overview" (attached) is very
impressive. The part time tourism coordinator that CTMB asked Council for was
a huge step in the right direction. This part time person was solely dedicated to
tourism. Imagine the possibilities if that position became full-time. In addition to
building on existing tourism activities, a full-time coordinator could seek out
partnership &funding opportunities, as well as take on the time consuming task
of writing grant proposals. CTMB or CBOT could be the lead if required,
depending on the nature of the funding criteria.
In conclusion, CTMB thanks Council for the opportunity to submit a proposal to "Grow
Tourism in Clarington". However, it is our firm belief that tourism — the heart of our
community, enjoyed by visitors as well as residents— deserves to remain & grow under
the direction of the Municipality of Clarington.
Si rely
F
J
Petra Sdwirtz, CTMB r Slandy Archib�l , CMM Director
TOURKMil,
lowft.
CLKRINU
3.
Tourism Overview
Tourism services are managed and operated under the Corporate Services umbrella as
part of the Communications and Tourism Division. The Clarington Visitor's Centre is
managed and open 10 a.m. to 5 p.m. Monday to Saturday year round. Tourism has a
Manager, a part-time Tourism Co-ordinator and two part-time Clerks. Staff are
responsible for the day-to-day operations that include: welcoming visitors/residents by
providing hospitality and knowledge of Clarington attractions, events and Municipal
departments and providing directions to local and provincial attractions. The Tourism
office also provides Ontario information provided by Ontario Travel, Festivals & Events
Ontario, Attractions Ontario and various communities. Tourism staff also manage a
database for visits and stakeholder information; provide social media content
management (sharing/retweeting content, creating content and graphics for Facebook,
Twitter, and Instagram); oversee Website content and graphics; co-ordinate and work
with tourism stakeholders, groups and Municipal departments on projects and
participate in numerous events to promote Clarington as a destination.
Tourism staff also manage the Visitor Guide Distribution in semi-annual shipments to
140 visitor centres, townships and chambers of commerce throughout Ontario. This
does not include the distribution of the Visitor Guides to the local advertisers or tourism
partners, which we deliver by hand once annually, then by request.
Tourism staff also sell Snowmobile permits for two snowmobile clubs in Clarington: The
Long Sault Snowmobile Club, and the Ganaraska Snowmobile Club.
Tourism Resources / Publications
Visitor& Re location Guide— Staff work closely with the Communications Division on
the design and content. We reach out to our Tourism stakeholders to promote various
annual festivals, events and Clarington as a destination. In 2015, 50,000 copies of the
Clarington Visitor and Relocation Guide were printed and distributed to our Tourism
Partners, Ontario tourism destinations and during Clarington events.
Clarington Cycling- Map Z-Card format
Clarington Fishing- Map Z-Card format
Between Games Brochure— Document for sports teams informing them of activities,
what to do, where to eat, in between competition and games. We are working on an
update of this brochure.
Tourism Map - Currently working on a map of Clarington for visitors and residents to
inform them of many great experiences in Clarington listing some of the major
attractions.
Clarington Mobile App — Continually updating information to listings database, a new
"Tours" feature has been added for 2015 to compliment featured tours such as: A
Country Path, Historical Walking Tours, and Scenic Driving Tours
#CnlylnClarington.com Blog— Each month a new listing of upcoming events is
added, as well as featured stories and highlights (Ex. Clarington's Outdoor Concerts)
Advertising and Marketing
In January 2015, we launched the "Take A Bite out of Clarington" Campaign, promoting
the Municipality and its attractions through:
• Channel 12 annual Tourism advertising campaigns promoting Fall, Winter, March
Break and Summer in Clarington.
• Attractions Ontario Passport Magazine —through a co-operative advertising
campaign with Canadian Tire Motorsport Park, The Bowmanville Zoo and Jungle
Cat World.
• Canadian Tire Motorsport Park— Event program advertising.
• Joint advertising with Central Counties in Horizon magazine and P.A.T.H. videos
promoting Clarington
• TODS (Tourism-Oriented Directional Signing) are located on Hwy. 401 east and
west bound and on Hwy. 115 Southbound to Clarington, directing visitors to the
Clarington Visitor's Centre. This is an annual contract that requires an update.
• Advertise in the Durham Tourism Discovery Guide promoting Clarington.
• Other marketing and advertising as permitted by budget in support of annual
initiatives and events.
• Social Media statistics as of August 2015: Facebook: 1429 "Likes"; Twitter: 2.4K
Steadily growing (Facebook: gained 272 new Likes since January 2015)
2015 Marketing Campaigns
• Creation of "Embrace the Frost"winter campaign, that included printed brochure
for distribution at Bowmanville "2014 Apple Festival" event, social media /
website graphics and signage to promote events and activities in Clarington
• Creation of "March Break Smiles"spring campaign that included an interactive
blog, social media/website graphics for both www.clarington.net and
www.claringtontourism.net and Chex TV commercial.
• Creation of "62 things to do in Clarington"summer campaign that included an
interactive bldg, social media /website graphics, Chex TV commercial and
Rogers TV "Daytime Durham"interview.
Partnerships / Event Promotion
2015 Durham Festival "Picasso's Picnic Kids Artfest @VAC—Working
collaboratively with the Visual Arts Centre of Clarington and Durham Tourism, attended
planning meetings and assisted in the coordination of the event, creating marketing
materials and promoting the event throughout Clarington, hosted a booth to welcome
visitors and tracked attendance during the festival.
Bowmanville Tackle Swap and Fishing Show—Assisted with the promotion of the
event and attended the event jointly with Community Services.
Bowmanville Rotary Rockin'Ribs and Brews—A joint event booth with Community
Services.
Durham Festival Media Launch— Coordinating with Picasso's Picnic organizers to
showcase Clarington during the media launch (see hftps://vimeo.com/129278506).
Doors Open Clarington—Worked with the Doors Open Clarington committee to help
promote the event for 2015 and create new branding.
Spartan Race— Promoted 2015 Spartan Race at Brimacombe through social media,
newspaper advertising and jointly hosted a booth with Durham Tourism. Worked closely
with CBOT to coordinate and inform community about event.
Wooden Boat Festival— Promoted the Port of Newcastle 21 st Annual Wooden Boat
Festival through social media, print advertising and attending the event with a booth.
Clarington Heritage Week— A collaborative effort of Clarington Planning Department,
Clarington Museums, Visual Arts Centre of Clarington, the ACO and the Newcastle
Village and Historical Society to assist in the organization of the event, and by creating
new branding for 2015 used for print, website and social media by attending all planning
meetings.
Clarington Planning Department— Created historical walking tours brochure to be
used for Clarington Heritage Week and afterwards for tourism locations (tourism office,
Clarington Museums, etc.
Bowmanville BIA events—Continually work with the Historic BIA events committee to
assist with promotion of events through our social media, assist with event features and
event marketing, present with a booth at the Maple Festival, Summer Fest, and the
Apple Festival.
The Great Waterfront Trail Adventure—We coordinated two stops in Clarington for
this cycling adventure ride on August 17th with the Waterfront Regeneration Trust,
Clarington Operations, Engineering and Community Services departments to welcome
cyclists to Clarington with water stations and information booth.
CTMP Chevrolet Silverado NASCAR Camping World Truck Series— Promoting the
event on social media and hosting a booth for the race weekend to welcome visitors.
Orono Fair—A joint event booth with Community Services, Clarington Museums and
The Visual Arts Centre of Clarington and assisting with promotion using social media.
Newcastle Harvest Festival—This year we will be participating in this annual
Newcastle fall festival to welcome visitors to Clarington.
Product Development / Training
Stakeholder Visits— Ongoing visits with Tourism stakeholders to take photos, update
our information, and assist with basic social media, tourism listings and to gather
feedback. Attending regular meetings with tourism stakeholder groups such as:
Clarington Tourism Marketing Board, A Country Path, Bowmanville BIA, Durham
Tourism and Central Counties Tourism
2nd Annual Agricultural Summit @CTMP(March 17) — Hosted by Clarington Board of
Trade, we hosted a booth and attended the conference as a participant.
Durham Symposium (March 26) —Attended the annual Durham Tourism conference
to learn about tourism initiatives for 2015 and the Durham Festival.
Tourism Ambassador Training Program (May 21) — Partnering with Central Counties
Toursim and Clarington Board of Trade, this training program informed stakeholders of
"best practices" for customer service, prior to the PAN AM / PARA PAN games as a
non-hosting municipality.
Food Truck Seminar(June 2) — attended seminar to gather information on "best
practices" and Clarington's Bylaw with Len Creamer presenting.
Tourism Industry Newsletter— published monthly to inform tourism stakeholders of
upcoming promotions, industry news and events.
"Take A Bite out of Clarington"Branding examples for 2015:
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Clarington Attachment 3 to Report
Board of Trade and COD-023-15
Office of Economic Development
Don Rickard
President October 14, 2015
Lawson Gay Mayor Foster and Members of Council
Vice-President Municipality of Clarington
Adrienne Windsor 40 Temperance Street
Past President Bowmanville,ON L1C 3A6
Leslie Ray
Treasurer Re: Request for Proposal for Options for the Delivery of Tourism Services
File Number P10.GE
Lindsay Coolidge
Secretary On September 23,2015,The Clarington Board of Trade (CBOT) received notice of a resolution
approved at the September 21, 2015 Council meeting requesting(CBOT) prepare a proposal for
Barb Malone
Director at Large the provision of tourism services in the Municipality of Clarington.
Barb Yezik The Board of Directors of CBOT are honoured and thank the Clarington Council for their
Director at Large consideration and confidence to approach CBOT as a potential bidder for the tourism service.
CBOT maintains and fosters a respectful and engaged relationship with the tourism businesses,
Dale Gibbons
Director at Large and are excited for the potential growth and opportunties in this key sector in our economy.
Martin Vroegh In order for CBOT to provide an appropriate proposal that is based on the best interest of the
Director at Large Municipality and the tourism industry in Clarington,we have done a great deal of outreach and
Mike Weatherbee research.We have refreshed ourselves on recent studies and reports completed through the
Director at Large current tourism structure,Clarington Tourism Marketing Board (CTMB), CBOT and tourism
operators.
Laura Sciore
Director at Large From our many one-on-one conversations with various partners and operators invested in
Steve DeBoer tourism,we can clearly see that there are many assets in place today including:
Director at Large • Engaged,experienced,connected and passionate staff
• Engaged and passionate tourism operators
Greg Lewis
Newcastle BIA • Dedicated space with strong Highway 401 visibility
• Strong partnership with Ontario Central Counties Tourism
Justin Barry • A recent Economic Impact Study
Bowmanville BIA • A recent 3 year community tourism plan has been drafted
Yvonne Maitland
Orono BIA To generate a strong return on these assets, efforts will require:
Curry Clifford • A manager dedicated exclusively to this service
• Additional marketing resources
MunicipalAdvisor • Implementation plan for the 3 year community tourism plan
The tourism sector has clearly demonstrated that they are eager to grow their businesses and
positively impact Clarington's GDP, and that they are poised and ready to take action. CBOT,
CTMB and Clarington Toursim staff share this enthusiasm for growth in this sector. CBOT
believes that harnessing the momentum and eagerness of all stakeholders is in the best interest
of the community and sector.
54 King St. East, Unit 102, Bowmanville, ON L1C 1N3 ® (905)623-3106 a info@a cbot.ca e www.cbot.ca
'Clarington
Board of Trade and
Office of Economic Development
With this in mind,our recommendation would be to take a careful approach to moving this file
forward. To transfer this function from the current structure will take time and financial
resources that could best be used to begin implementation and begin building on an already
strong sector.
After extensive consideration and consultation,CBOT's suggestions to Council regarding the
provision of tourism services in the Municipality of Clarington are that:
• the current structure remains in house with the Municipality of Clarington, provided that
additional resources for service management, marketing and plan implementation are
allocated for a successful restructure within the department
• CBOT and CTMB be active and engaged partners in this evolution of this service
• all stakeholders will review again in a 2-3 year time frame to ensure that current gaps
have been address
Again,thank you for considering CBOT in your deliberations about the delivery of this important
service. It is an honour to serve our community,and will do all we can to help this intiative move
forward and see success for all parties.
Sincerely,
Don Rickard, President
Clarington Board of Trade and Office of Economic Development
Cc:
Frank Wu,
54 King St. East, Unit 102, Bowmanville, ON LK 1N3 ® (905)623-3106 ® info @cbot.ca ® www.cbot.ca