HomeMy WebLinkAboutCOD-008-16 Clathigton
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 Government Committee
Date of Meeting: May 9, 2016
Report Number: COD-008-16 Resolution:
File Number: By-law Number:
Report Subject: Tourism update, strategy and metrics.
Recommendations:
1. That Report COD-008-16 be received for information.
Municipality of Clarington
Report COD-008-16 Page 2
Report Overview
On March 29, 2016 during a General Government Committee Meeting Council mandated that
"Staff be directed to prepare a report for the May 9, 2016 the General Government Committee
meeting, on establishing metrics for tracking the value received for the Tourism Division
budget. This report provides Council with an update following the first tourism forum and
identifies statistics and metrics to measure the potential economic impact and success of
outlined initiatives.
1 . Background
The Tourism Division has experienced some changes in the past year. As a result of the
Council adopted Strategic Plan staff were directed to provide a report on the best
options for the delivery of tourism services. That report was submitted to Council on
September 8, 2015. On November 8, 2015 staff followed up with a report
recommending the Municipality continue to provide tourism services and asked for an
additional full-time Tourism Coordinator position. During a Council meeting on
November 23, 2015, Council approved that recommendation. Laura Knox was hired as
the full-time Tourism Coordinator. Tourism remains a part of the Communications
Division within the Corporate Services Department with Laura Knox reporting to the
Corporate Communications Manager, Basia Radomski, who in turn, reports to the
Director of Corporate Services, Marie Marano. Tourism and Communications have been
historically linked by the nature of their inherent activities, specifically: marketing,
advertising, social media promotion and other communications.
As identified in previous reports, a key initiative undertaken by Tourism Division was to
update the strategic framework, garnering input from partners and stakeholders. To that
end the Tourism Division held its first Clarington Tourism Stakeholder's Forum on April
4, 2016. The goal of the forum was to review objectives and priorities as set out in the
original Community Tourism Plan (attached here), which was presented to Council in
September 2014 by the Clarington Tourism and Marketing Boards and referred to the
Strategic Plan. Nearly 70 industry stakeholders attended the session, moderated by
Central Counties Tourism Executive Director, Chuck Thiebault. Central Counties is the
Provincial Regional Tourism Organization, also known as RT06. Representatives from
Durham Tourism, Clarington Board of Trade and Economic Development as well as the
Clarington Tourism and Marketing Board were also in attendance. Clarington Tourism is
aligned with key regional, provincial and local partners to help promote and grow
tourism. The Tourism Division is working with key partners at Central Counties and
CTMB, to review all the recommendations and renewed objectives from the forum,
Municipality of Clarington
Report COD-008-16 Page 3
those will now serve to form a refreshed strategic operational framework moving
forward. Clarington Tourism will incorporate the refreshed objectives and goals and
incorporate them into the Clarington Tourism Plan. Those will be distributed to our
partners and Council once the document has been compiled. Many of the objectives
and goals, as stated in the initial plan, were reconfirmed as key priorities and targets to
achieve by stakeholders. These goals form the Tourism framework, they come with a
set of measurable and achievable outcomes. These objectives will form the basis of our
multi-year plan. They are in line with both regional and provincial tourism initiatives.
These objectives will guide tourism activities. Tourism staff will track progress based on
the set framework and incorporate different ways to measure the success and
outcomes from these goals.
2. Ministry of Tourism, Culture and Sport Strategic Framework
The Ministry of Tourism, Culture and Sport is also undergoing a Strategic Framework
process. The Tourism Division has attended a preliminary discussion meeting to ensure
that Clarington works together to incorporate complementing strategies with Provincial
and Regional Partners. According to data from the Ministry, tourism generates over $28
billion annually in receipts; supports 359,401 jobs; and over 150,000 tourism-related
businesses in Ontario. The Ministry estimates that between 2014-2018 visits to Ontario
are expected to grow by an average of 1.6 per cent per year. By 2018, visits could
reach 154 million people, with visitor spending totaling approximately $30 billion. With
the current economic climate, Ontario is attracting more international visitors as travel is
more affordable. Ontario residents are also travelling less abroad; in fact, Ontario
residents represent 86 per cent of visits within the province. The Ministry has outlined
key areas of focus including: increase tourism receipts, increase visitor spending,
increase length of stay and increase visitation. All these areas are also incorporated and
highlighted in Clarington's strategic framework. With Clarington's unique cultural
attributes, the small town feel, and growth in sport tourism, the Municipality is in a key
position to help maximize its tourism attributes and align with the Ministry's priorities.
3. Tourism Visitor Statistics
A comprehensive study of the economic impact of Tourism in Clarington was conducted
by Collis and Reed Research tracking visitor statistics for 2013. The study is attached to
this document. It provided the basis for the Community Tourism Plan that was
presented to Council in September 2014. The study found that there were 2.2 million
tourism related visits in Clarington in 2013, with $140 million dollars in related revenues.
Municipality of Clarington
Report COD-008-16 Page 4
As part of ongoing tracking, staff also reached out to tourism partners and stakeholder's
asking for more recent data from 2015. The following is a brief snapshot of statistics
gathered:
2015 Clarington Stakeholder Stats
Initial reports from Clarington large stakeholders.
Company # of Visitors
Algoma Orchards 78,000
Archibald Orchards 20,000
Best Western 18,417
Bowmanville Zoo 117,000
Brirnacombe 1501000
Canadian Tire Motorsport Park 4101513
Jungle Cat World 30,000
Our Valley View B&B 232
Ribs & Brews 80,000
TOTAL 904,162
TREIM Impact $67,812,150.00
Tourism staff also gather statistics on visits to Clarington's Visitor Centre. The office is
open year-round and staffed by Tourism Coordinator and part-time Clerks. The Tourism
Visitors Centre is open Monday to Saturday 10 a.m. until 5 p.m. Staff are tasked with
providing information to visitors; with oversight from the Communications Manager, they
also handle all tourism social media communications, website updates, blog writing, as
well as industry stakeholder monthly newsletter updates. Staff also manage and assist
with the design and the distribution of the Clarington Tourism Visitor & Relocation
Guide, this includes a mass mail out as well as hand-delivery. The Tourism Division
also plans to host an `open week' following the very busy tourism season, for
information sharing and education purposes at the Visitor Centre. The following is a
summary of annual visitation to the office. Out of a total of 1794 visits to the office, 817
of those were residents.
Municipality of Clarington
Report COD-008-16 Page 5
2015 Annual Tourism Office Summar
WALK-IN PHONE EMAIL
January 36 9 3
February 37 21 0
March 50 15 4
April 115 33 10
May 165 43 5
June 229 48 6
July 327 46 5
August 322 41 3
September 169 32 0
October 142 45 1
November 105 59 0
December 97 45 1
TOTALS: 1794 437 38
Total Visits/Inquiries 2269
The following is a summary of the type of inquiries staff receive. Visitors usually want
information on attractions, events, festivals and things to do in these key locations.
Clarin ton Niagara GTA Ontario Canada USA General
34 0 2 3 0 0 8
46 0 1 7 1 0 3
52 0 1 9 3 0 2
128 0 8 18 0 0 1
142 2 21 35 2 0 6
191 5 19 61 5 0 1
217 6 26 123 2 1 1
189 22 44 85 9 2 11
119 7 17 49 1 0 2
153 2 13 17 0 1 0
119 4 81 11 1 0 0
115 2 1 31 7 0 0 11
1605 50 163 425 24 4 46
Municipality of Clarington
Report COD-008-16 Page 6
4. Tracking the impact and tourism metrics
With a new framework in progress, Clarington Tourism is working alongside federal,
provincial and regional partners, aligning all initiatives to follow a shared goal of growing
this vital sector. Tourism staff continue to work with local stakeholders, businesses and
BIA's to develop a comprehensive system for tracking the number of visitors in
Clarington. As a consequence staff have developed a multi-layered approach to
tracking and measuring the impact of tourism on the economy.
4.1 Festivals, Events and Attractions Tracking
One of the biggest challenges is to track attendance and demographics of visitors that
attend festivals, events and various attractions. The primary goal is to build a
comprehensive database tracking the number of visitors to Clarington and where they
come from. Tourism plans to partner with Central Counties to obtain these statistics.
Staff will begin this year by tracking attendance at major events, festivals and some
other key attractions including the farmer's market, to track interest in Agri-tourism, as
well as other large businesses. This involves the use of standardized Entrance/Exit
Surveys, provided by Central Counties to tourism events and attraction stakeholders.
Tourism staff will attend key events/attractions and will gather this data, tracking
attendance. This information will be used to help determine the economic impact of
tourism in Clarington using the Ontario Ministry of Tourism, Culture and Sport
prescribed calculation tool known as the Tourism Economic Impact Model or TREIM.
TREIM calculates "estimates of the direct, indirect and induced impacts of tourism-
related activities on Gross Domestic Product, Labour Income and Employment," as
outlined on the Ministry's website. The information collected through the surveys will be
calculated, using the above model, to help generate and determine the impact of visitors
on Clarington's economy and local businesses. To demonstrate the TREIM calculation
model, staff inputted the Clarington Stakeholder Statistics gathered from local partners
as outlined in the table on Page 4. The economic impact of the visitors to Clarington for
those events and business was approximately $68 million, as calculated using the
TRIEM tool. Please note the calculation tool provides an estimated impact based on
certain criteria inputted.
Based on this type of vital visitor information gathered, Clarington Tourism will be able
to tailor marketing and advertising campaigns specifically to appeal to visitors that
attend these key events. This will help determine where visitors to Clarington come from
and thus help target marketing and advertising to promote repeat visits and a growth in
visits. This information will be shared with the event hosts. It will allow Tourism to
develop joint marketing and advertising campaigns to capitalize on this attendance and
attract repeat visitors. Tourism staff plan to reach a wider audience with marketing by
Municipality of Clarington
Report COD-006®16 Page 7
providing seasonal experience-based packages that will be shared with Durham
Tourism and Central Counties to leverage their resources and reach a wider audience.
4.2 Tourism Stakeholder Business Statistics
Clarington Tourism plans to use the 2013 statistics obtained by Collis and Reed
Research as a benchmark for visitor tracking in Clarington. Each year staff will attempt
to gather stakeholder statistics and monitor year-over-year growth in visitors to
Clarington, to measure potential growth within the tourism industry. Clarington Tourism
has partnered with some large businesses, including Canadian Tire Motorsport Park,
who are willing to share their numbers. This is an approach used by Central Counties to
monitor progress; the aim is to achieve at least a percentage point growth in visitor
attendance as a measure of success.
4.3 Website Tracking
Staff are currently working to design and implement an accessible tourism website. This
will be the focal point of online promotion, communications and marketing. The website
will include analytics and metrics to measure the number of individual visits and page-
views. Working with local businesses and stakeholders, staff also plan to promote
various online packages and visitor experiences, including: a family experience; a sport,
fishing getaway, cycling and trails adventure; as well as a relaxing spa vacation.
Attached to these packages will be coupons that will be only available online. This will
assist in tracking online marketing and advertising efforts, as each coupon is cashed,
staff will be able to measure the success of this type of promotion.
This focus on experience marketing is also a priority outlined by the Ministry of Tourism,
Culture and Sport.
4.4 Social Media
One of the most cost effective and optimal ways to maximize advertising dollars is using
Facebook advertising. This is a way to target audience specific advertising using criteria
such as location, gender, age and individual interests. It allows advertisers to really
narrow down and focus in on the group they are trying to market to. Facebook
advertising is growing and is quickly becoming an industry standard for promotion.
Tourism will increasingly use this method to advertise and market Clarington's various
attractions. This method will provide staff with the ability to focus advertising on specific
markets, targeting Clarington, the GTA and other areas, based on ongoing research
about Clarington's visitors, their interests and where they come from. This method will
allow staff to measure success of these campaigns based on calls to action such as:
how many times the tourism website has been viewed; how many times social media
Municipality of Clarington
Report COD-006-16 Page 6
posts have been shared; how many people have `liked' the tourism Facebook page; and
the total reach, in terms of getting the message out to potential visitors. With the
growing popularity of the smartphone, many visitors are turning to Social media and
website marketing to help plan their next trip or vacation. Leveraging Clarington's
website presence, social media and expanding the Municipality's reach by involving
regional and provincial partners, Clarington is in a position to market and advertise to a
potentially large audience.
4.5 Ettractions
Staff also plan to use ExploreBoard network advertising. This is cutting edge technology
endorsed by the Ontario Tourism Marketing Partnership Corporation (OTMPC). These
are touch screen displays strategically placed at major hotels throughout Toronto. Staff
will develop an interactive touch ad about Clarington, including major events and
attractions. This is an up-to-date interactive way to draw visitors to the area. Last year
alone, the ExploreBoard network had 1.3 million visits and individual visitor impressions.
This network will track use and visitor statistics, providing Clarington tourism with key
information about its marketing reach.
4.6 Tourism Material Distribution
Staff attend many tourism-oriented events throughout the year where they distribute
tourism literature including: Visitor and Relocation Guide, Cycling maps, fishing maps,
trail maps, In Between Games Brochure. In tracking the number of materials distributed
this will also assist in measuring the types of inquiries to gauge public interest and focus
on the most popular activities.
5. Concurrence
Not applicable.
6. Conclusion
Staff have outlined several key areas of focus with a plan to track Clarington's tourism
investment. Having a dedicated full-time Tourism Coordinator ensures that this vital
economic sector grows. The role of the Tourism Coordinator is to build upon existing
relationships with provincial and regional partners as well as local stakeholders and the
economic development community. The Tourism Coordinator is well positioned to
inform and engage local businesses and industry stakeholders, creating a centralized
Municipality of Clarington
Report COD-008-16 Page 9
point for all tourism marketing, advertising and promotional initiatives, as well as latest
tourism education seminars.
By working with local stakeholders Clarington Tourism will be building visitor statistics
over the next few years that in turn will be used to incorporate into the Provincial
Tourism Economic Impact Model or TREIM. These statistics will help gauge the
economic impact of tourism on Clarington and to monitor the success and growth in this
vital industry. This is a key performance indicator that will help generate data to
demonstrate to Council the return on investment.
The Tourism Division plans to leverage its online presence to increase tracking abilities
and monitor the success of advertising and marketing. Clarington Tourism will continue
to work closely with Central Counties and Durham Tourism to cross-promote and reach
a wider audience. These partnerships are crucial not only to supporting local tourism
efforts, but also in supporting the provincial Tourism industry.
The Tourism Division will report back to Council in late fall on progress made during the
2016 prime-time summer tourism season. In future, staff plan to update Council on an
annual basis or as required.
7. Strategic Plan Application
This report supports several initiatives outlined in Council's 2015-2018 Strategic Plan,
namely:
Review and implement the best option for the delivery of the tourism function;
Reinforce our "small town" feel through tourism initiatives that showcase our agriculture
and small town attributes;
Integrate the promotion of our unique natural environment into tourism initiatives.
p'
Submitted by: Reviewed by:
MaV,erWarano, 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. 2214 or
bradomski@clarington.net
List of interested parties to be notified of Council's decision is on file in the Corporate Services
Department.
Municipality of Clarington
Report C®®-008-16 Page 10
Attachments:
Attachment 1 — Clarington Three Year Community Tourism Plan - 2014
Attachment 2 —Tourism in Clarington: An Economic Impact Study for 2013
MM/BR/gj
Attachment#1 to Report
COD-008-16
TOURKCLNRINK
Clarington Three Year
Community Tourism Plan
August 2014
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ONTARIO'S
CENTRkAL
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Prepared by Brain Trust Marketing and Communications
BRAIN
Table of Contents
Introduction ..................................................................................................................................................2
WhyTourism?...............................................................................................................................................4
The Current Tourism Landscape................................................................................................................4
Clarington's Tourism Market.........................................................................................................................8
Whatthe Research Tells Us.......................................................................................................................8
Socio-Demographics..............................................................................................................................8
Behaviours.............................................................................................................................................9
Psychographics....................................................................................................................................11
Clarington's Tourism Assets........................................................................................................................13
Attractions...............................................................................................................................................13
TourismBusinesses.................................................................................................................................14
Tourism Infrastructure............................................................................................................................14
TourismHospitality.................................................................................................................................15
TourismPromotion .................................................................................................................................17
A Summary of the Tourism Asset Concerns............................................................................................18
StrategicTourism Goals...............................................................................................................................23
Objectives................................................................................................................................................24
ActionPlan..................................................................................................................................................27
AppendixA..................................................................................................................................................30
AppendixB..................................................................................................................................................39
. 1
BRAIN Clorington Three Year Community Tourism Pion—July 2014
Introduction
In August 2013, Central Counties Tourism presented its communities with the opportunity to complete a
community tourism planning exercise that would result in a tourism strategy. The Municipality of
Clarington,Clarington Tourism and the Clarington Tourism Marketing Board (CTMB)took the
opportunity to utilize this method of tourism planning that has been successfully utilized in other
Canadian communities since its development by Tourism Saskatchewan in 2012.
Central Counties Tourism and their partners believe that a grass roots development process will be a
catalyst for community and business leaders who are interested in exploring opportunities available to
their communities through tourism.
The Community Tourism Plan achieves the following at the grass roots:
• Identifies and ranks tourism assets& markets;
• Identifies the tourism industry stakeholders and agencies involved in tourism;
Assigns roles and responsibilities to avoid duplications and gaps;
• Acts as a framework for business, local government and other key organizations.
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BRAN Clorinyton Three yeor Community Tourism Plan—July 2014
Community leadership and engagement was critical to the success of the plan. A Tourism Task Force
consisting of a cross section of tourism industry stakeholders and CTMB Members) came together for a
series of three 3-hour sessions to create this grass roots plan. The Community Tourism Planning Guide
was facilitated by Carolyn O'Donnell of Brain Trust Marketing and Communications. Brain Trust's role
was to facilitate the discussions necessary to complete the Tourism Planning Guide and develop a three
year action plan created by and endorsed by the Tourism Task Force.
Members of the Tourism Task Force:
• Petra Schwirtz,Our Valley View Bed and Breakfast
• Pat Thexton,The Hamptons Bed and Breakfast
• Sandy Archibald,Archibald's Estate Winery and Cider House Golf
• Christa Klose,Jungle Cat World and Safari Lodge
• Glenn Butt,Canadian Tire Motorsport Park
• Teresa McKenna, Brimacombe
• Laura Wood, Clarington Board of Trade
• Sara Gilroy, Orono Agricultural Society—Orono Fair
• Sarah Vaisler, Clarington Public Library
• Ann Harley,A Gift of Art
• Luverne Baron, Model A Acres Bed and Breakfast
• Susan Aitken,Susan's Sanctuary Bed and Breakfast
• Gord Gill,Joey's World Playground
• Jennifer Cooke, Manager, Communications&Tourism, Municipality of Clarington
• Jennifer Stycuk, Clarington Communications and Tourism
• Eleanor Cook, Coordinator,Clarington Tourism
• Ron Hooper, Hooper's Jewellers/Bowmanville BIA
• Mark Robinson, Coffee and Cakes
• Valerine Lacroix,The Firehall Bistro
• Gord Geissberger, Central Lake Ontario Conservation Authority&Geissberger Farmhouse Cider
• Robert Shafer,Tyrone Mills
• Eric Bowman, Gallery on the Farm
• Jenny Knox Knox Pumpkin Farm
• Derrick McKay, Courtice Multisport Series
• Kevin Anyan, KCC Gourmet Catering
• Mary Novak, Regional Councillor
• Eleanor Rosario, Newcastle Golf and Country Club
• Tracey Ali, Doors Open Clarington
• Tim Tufts, Kendal Hills Country Vacations
• Steve Simic,Courtice Flea Market
• Jim Norwood, UPS
• Kimberly Chant Allin,Tea Granny's and Friends
• Eva Sagur, Stone Coach House Bed and Breakfast
• Mike Hackenberger, Bowmanville Zoological Park
• Linda Fockler,Joe-Lin Station Bed and Breakfast
BRAN ' Clarington Three Year Community Tourism Plan—July 2014
Why Tourism?
The Current Tourism Landscape
The Tourism Industry Association of Canada (TIAC) describes the tourism industry as a dynamic and far-
reaching sector whose economic impact helps to employ Canadians across the country. Globally, it is
one of the world's most remarkable growth industries, with the vast majority of destinations showing
increased arrivals and tourism spending each year.
According to TIAC, in 2011, Canada's tourism industry provided a vital stimulus to Canada's commercial
growth through the "visitor economy".'Among the benefits provided by the sector are:
• $78.8 billion in total economic activity;
• 603,400 direct tourism jobs, as well as a total of 1.6 million jobs supported by tourism spending
nationally—9.2%of all jobs in Canada;
• More than $15.4 billion in export revenue — i.e., money spent in Canada by international
travelers;
• Tourism represents more of Canada's GDP than agriculture, forestry and fisheries combined
In 2009, with the release of The Ontario Ministry of Tourism's Competitiveness Study, thirteen official
Regional Tourism Organizations (RTOs) were formed. Region Tourism Organization 6 (RT06) is made up
of three sub-regional Destination Management Organizations (DMOs): The Hills of Headwaters Tourism
Association, York Region and Durham Tourism. The Municipality of Clarington is located in Durham
Region. The Organization's branded name is Central Counties Tourism.
As a follow up to the 2009 report, Ontario's Tourism Investment Strategy and Implementation report
was released in 2011. In this document the province set the goal to double tourism receipts by the year
2020 through increased visitations and visitor spending.2 This overall success hinges on attracting more
visitors by offering new and refreshed tourism product.The province also agreed to continue to support
the work of the RTOs to achieve this. The end goal is to strengthen the tourism sector, create jobs and
improve the quality of life for Ontarians.
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z Ontario's Investment Strategy and Implementation Plan,November 2011,Miller Dickenson Blais
BRAIN • Clorington Three Year Community Tourism Plan—July 2014
Central Counties' Role
• In collaboration with industry stakeholders, Central Counties aims to help the local tourism
industry and the Central Counties region to realize its tourism potential;
• Devises and delivers targeted marketing programs and works in close co-operation with industry
partners as well as with the meetings&events trade, media, and online marketers to encourage
consumers to discover and visit the Central Counties;
• Influence product development by sharing insights on global tourism trends, the changing needs
of consumers, and the status of local tourism with other tourism agencies and our industry
partners.
Using a pan-regional approach, Central Counties focuses on four distinct tourism pillars — strategic
marketing, product development,workforce development, and investment attraction.
Central Counties' 2014/15 overall budget is $2,773,0003 and is allocated to address their 4 distinct
tourism pillars:
• Strategic Marketing;
• Product Development;
• Workforce Development;
• Investment Attraction.
Durham Region's Role
Durham Tourism is part of the Planning and Economic Development Department of The Regional
Municipality of Durham. Their objective is to develop and market the region's tourism, arts, recreation
and cultural facilities with an emphasis in the areas of culinary and sports tourism. The Region aims to:
• Promote Durham as a destination for domestic and international visitors via trade shows,
promotional materials and the Internet;
• Assist international tour operators with destination information;
• Co-ordinate familiarization tours of the Region for Travel Trade and Media Writers.
Clarington Tourism's Role
Clarington Tourism is a branch of the Municipality of Clarington's Communications &Tourism office with
a focus on tourism promotion and development. Clarington Tourism works cooperatively with all
tourism stakeholders across the Municipality to promote Clarington as a "top-of-mind" destination and
to demonstrate the importance of tourism as a significant contributor to the local economy.
Clarington Tourism Marketing Board's (CTMB) Role
Clarington Tourism Marketing Board is a member-driven,grass-roots;incorporated,not-for-profit. Through
collaboration and partnerships with its members and the Municipality. CTMB strives to enhance the
tourism experience and profile of its members.Through joint marketing, education and product
development,they endeavor to strengthen the overall visitor experience. The Constitution of CTMB
and the organization's mandate is included in Appendix A.
3 Central Counties Tourism,Business and Operational Plan,April 1,2014—March 31,2015
BRAN Clorington 7hree Yeor Community Tourism Plan—July 2014
Developing a Community Tourism Plan for Clarington
Creating a tourism plan ensures that as a community, the Municipality of Clarington can optimize the
benefits available from tourism activities. This includes what is already happening and what could be
happening. Figure 1 shows the need for local tourism coordination to develop the grass roots tourism
experiences that can then be positioned to leverage programming and marketing that takes place on a
regional (Central Counties Tourism), provincial and national level.
Figure 1: The Tourism Industry in Ontario
International marketing efforts.
Promote market ready products
and experiences= ProNIdes tools
and research to Canadian
tourism businesses
International and domestic
marketing efforts. Provides Ministry of
research and resources .
Promote market ready Tourism
products and experiences_
Strategic marketing_ product Pan-Regional Tourism
development workforce
development and Organization
investment attraction (Central Counties
Tourism - RTC 6) Local coordination that is
connected to the grass roots
Develops and markets the is critical to leverage
region's arts, recreation and Regional Tourism opportunities for promotion,
crdtural facilities Emphasis on
culinary,and sports tourism (Durham Tourism) funding and programming.
Local tourism development
marketing of Clarington's Local Tourism Organization
tourism to target markets.
Visitor information services (Clarington Tourism)
Local tourism operators vvorking
together under an umbrella for Grass Roots Tourism Businesses
networking_joint marketing,
product development and (Clarington Tourism Marketing Board)
education.
6
BRAIN ` Clarington Three Year Community Tourism Plan—July 2014
Why Grass Roots is Critical
• To provide support and focus to operators in the local area;
Excellent research is conducted however applying this knowledge into the daily operations
of individual businesses is less common;
Visitor centric tourism development allows for the process to streamline information and
efforts, making it easier for organizations to collaborate and leverage resources and the
assets present in the destination in order to grow tourism visitation and revenues;
Table 1 provides a snapshot of tourism roles and responsibilities.
Table 1:Roles and Responsibilities
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Canadian Tourism
Overseas Overseas
Commission
Ontario Ministry of 0 0 O Overseas Overseas TODs
Tourism & & highway
domestic domestic signs
Central Counties 0 0 0 0 Overseas
Tourism (RT06) &
domestic
Program
Durham Tourism 0 specific 0
(culinary,
sports)
Clarington Tourism 0 0 0 0 0 0 0 0 0
Clarington Tourism 0 0 0 0 0
Marketing Board 0 0
7
BRAIN Clorington Three Year Community Tourism Plan—July 2014
Clarington's Tourism Market
Market profiles can be segmented in a variety of ways. In order to understand Clarington's markets it is
important to consider socio-demographics (age, education, income, place of residence); behaviours
(where they stay and what they do) and psychographics (what they value and what motivates them to
travel).
What the Research Tells Us
Socio-Demographics
In late 2013, Collis& Reed Research were retained by Clarington Tourism to complete a Tourism
Economic Impact Study.That study was completed at the same time as this Three Year Community
Tourism Plan, and has provided the following insights into Clarington's tourism industry.
Visitation to Clarington is significant. In 2012, Clarington's Tourism operators reported that collectively
there were 2.2 million visits to Ciarington.4 The calculation of these visits is based on person day visits.
Table 2 shows a breakdown of the 2.2 million person day visits by origin.
Table 2:Visitor Origins
Clarington 742,474
Immediate Surrounding Regions (Durham, West Northumberland,
South Peterborough) 769,439
GTA 345,554
South Ontario (excluding the above) 192,821
Ontario (excluding the above) 101,114
Canada/International 59,424
Total 2,210,825
The information reveals that 68% of people taking part in tourism related activities come from outside of
Clarington. 52% of visitors to Clarington who take part in tourism related activities live within an hour's drive of
Clarington.
4 Clarington Tourism,as reported by Tourism Operators,2012
5 Collis and Reed Research,Clarington Tourism Economic Impact Study,preliminary findings as provided by Ron
Collis,June 2014.
BRAIN • Clarington Three Year Community Tourism Plan—July 2014
The research completed by Collis & Reed indicates that overall tourism spending in Clarington in 2013 is
estimated at$140 million.
2.2 million visitors $140 million spending
According to Collis & Reed's research, the $140 million in visitor spending represents 3.3% of
Clarington's economy (based on Clarington's estimated GDP). The tourism industry is 4.3% of the
Canadian GDP. The impact of Clarington's tourism industry is slightly below that of the Canadian
average.
Behaviours
Average per person per overnight spending in Central Counties (Durham Region, Hills of the Headwater
and York Region) was $144 compared to a provincial average of $273, while the same day visit saw
spending of$63 compared to$75 for the province. Preliminary data provided by Collis& Reed Research
stated that spending per visitor to Clarington in 2013 was $75. This data is not broken down by
overnight/same day visits but does provide an understanding of the level of spend in the area.
One key factor in the lower spending habits may be attributed to where visitors are staying. Figure 2
shows that of the 7.4 million overnight stays in Central Counties, 5.9 million were in private
homes/cottages. This is in keeping with the high number of visitors who come to Central Counties for
the main purpose of visiting friends and relatives(Figure 3). It is reasonable to assume a similar trend in
Clarington.
Figure 2: Where Visitors Stayed in Central Counties
5,904,890
1,099,165
310,882 108,875
Nights in private Nights in roofed Nights in other Nights in camping/RV
homes/cottages commercial facilities
BRAIN Clarington Three Year Community Tourism Plan—July 2014
Figure 3:Main Purpose of Trip
Other
Personal
2% Business
Shopping 12% Pleasure
8% 22%
Visiting
friends and
relatives
56%
Of the 2.2 million visitors to Clarington in 2013, Collis and Reed Research found that outdoor recreation was the
primary activity(Table 3).
Table 3:Activity Participation of Clarington's Visitorsb
Activities #of person day visits
Agri.Tourism/Markets 186,000
Flea Markets&Antiques 195,000
Camping/parks 272,000
Festivals& Fairs 93,200
Mega Events (CTMP& B & H) _ 590,00_0
Museums/Galleries 42,000
Recreation (fishing, skiing,golf, sports
tournaments) 647,000
Street Festivals 70,500
Zoos 115,000
6 Collis and Reed Research,Clarington Tourism Economic Impact Study,preliminary findings as provided by Ron
Collis,June 2014.
10
BRAIN Clorington Three Year Community Tourism Plan—July 2014
Psychographics
To identify the right consumers for each of Ontario's tourism regions the Ontario Tourism Marketing
Partnership Corporation (OTMPC) recently worked with all 13 Regional Tourism Organizations (RTOs) to
commission a major segmentation study across key central North American markets.'
The study results revealed 12 unique consumer segments relative to the Ontario, Quebec, Manitoba and
major central/eastern U.S. markets, based on their social and emotional needs, preferred travel
experiences and media habits including use of technology.
During a 3-hour working session, Clarington's Tourism Task Force members reviewed each of the
segments and answered the following questions:
1. Does this market segment currently visit Clarington?
2. What interests them?
3. Where do they come from?
4. Why do they travel?
5. When do they travel?
6. Is this a top market for Clarington?
a. Currently
b. Emerging
By tapping into the knowledge of the Tourism Task Force and digging into the market segmentation
research, the following segments were identified to be current top performers and emerging markets.
The market descriptions below have been extracted from the Consumer Insight Research Study by TNS
in 2012.8
Family Memory Builders—14%of the market
This is a segment driven by families with children under the age of 18 who want a playful vacation that is
centered around building family memories and strengthening the bonds. Activities such as theme parks
allow the family to have fun and build these lasting memories.
Clarington assets: Bowmanville Zoo;Jungle Cat World; Cedar Park Resort; Ganaraska Forest; Waterfront
Trail; OPG Butterfly Refuge; Camping Facilities (private and Darlington Provincial Park; Conservation
Areas;Trails;Joey's World/ Indoor Playground; Clarington Museum &Archives; A Gift of Art and The
Visual Arts Centre of Clarington.
Sports Lovers—5%of the market
This group, skews more male, and is driven by a love of sports, either watching or participating. By the
nature of their passion these people describe themselves as more active and energetic than most. In
reality their sports are not necessarily extreme more in keeping with what is readily available, and more
likely to be organized team sports and golf.
Clarington Assets: Canadian Tire Motorsport Park (racing, driver development and karting); Brimacombe
(including Spartan Race, boarding and skiing); municipal sports fields and facilities (including diamonds,
soccer, football, lacrosse, indoor soccer); cycling maps; Green Belt Cycling Route; seven golf courses; .
fishing (stream and lake charters); speed skating; squash; Between Games Brochures; and,tennis.
Passport Ontario Newsletter,OTMPC,November 2012
&TNS Canada Ltd,Consumer Insight Research Segmentation Study,2012
BRAIN Clorington Three Year Community Tourism Pion—July 2014
Solitaires—7%of the market
This group of largely single visitors often travel alone.They are quiet and reserved people, whose travel
experiences and budgets are often quite basic. While they often connect with acquaintances or family at
the destinations they choose, they are introspective people. If they gravitate to any forms of activity,
they tend to be those that can be enjoyed in isolation and align with inward thinking (museum,galleries)
Clarington Assets: Arts and Culture including; museums, galleries, historical downtowns, and historical
architecture; bed and breakfasts; Tyrone Mills;, National Historic Site (Camp 30); antiques; fine dining;
McLaughlin Monument; Spirit Walks; and Music in Parks.
Mellow Vacationers—15%of the market
This segment wants to unwind on vacation, and relaxed and low key experiences are their preference.
This group doesn't want itineraries or to do anything new or unusual. They want travel experiences that
set them at ease.They aren't activity-oriented and often travel as a couple.
Clarington Assets: Archibald's Estate Winery; rural landscapes; historical downtowns; natural areas;
trails; golf; camping; and cycling.
Nature Lovers- 7%of the market
This is a consumer segment attracted to outdoor experiences aligned to Ontario's quintessential parks &
lakes offering. Camping and associated activities such as hiking and fishing are key interests for this
group. The majority classify as "nature lovers". Activities align with the recreational aspects of the
outdoors and not necessarily the extreme aspects of the outdoors, e.g., avid angling or hunting. Not
surprisingly,the travel style is basic with camping prevalent.
Clarington Assets: Trails and natural areas; rural landscapes; waterfront; campgrounds; cycling; fishing;
and farm gate food.
Understanding these markets provides Clarington Tourism with further knowledge to host product and
experience development training for its CTMB industry partners as well as the potential to create
targeted marketing campaigns that can be designed to have the greatest return on investment. A
snapshot of these segments is included in Appendix B. More detailed information is available through
the Ministry of Tourism's marketing agency, the Ontario Tourism Marketing Partnership Corporation
(www.tourismpartners.com).
12
BRAIN Clorington Three Yeor Community Tourism Plon—July 2014
Clarington's Tourism Assets
The Tourism Task Force attended a working session with the goal of identifying and ranking Clarington's
tourism assets. These assets included the 5 components of tourism; attractions, tourism businesses,
infrastructure, hospitality and promotion. Working groups explored these and then shared their
findings with the larger group where the following observations were made.
Attractions
The attractions component of tourism consists of "things to do" (i.e. parks, trails, museums, festivals,
galleries). The majority of Clarington's tourism attractions would be considered secondary attractions
that don't necessary draw visitors or their own, but rather in a grouping of experiences within the
following clusters:
1. Zoos-Jungle Cat World and Bowmanville Zoo;
2. Food Tourism -including Agri-Tourism, Family Adventure Farms, Pick-your-own, Durham Farm
Fresh Trail, Watson Farms, Algoma Orchards and Gourmet Market, Pingle's Farm Market, Knox
Pumpkin Farm,Wilmot Orchards, Links Greenhouses, Archibald's Estate Winery and Gallery On
The Farm;
3. Heritage and Culture-Clarington Museum &Archives, Tyrone Mills, Visual Arts Centre of
Clarington, A Gift of Art;
4. Outdoor: Fishing (stream and deep water and learn to fish programs); golf, Canadian Tire
Motorsport Park; cycling (clubs, street, and mountain biking); Waterfront and Greenbelt trails,;
Darlington Provincial Park-Learn To Camp; snowmobile trails; and Spartan Race
5. Festivals and Fairs- Boots & Hearts Music Festival; Orono Fair; Orono Rodeo; Apple Festival &
Craft Sale; Maple Fest&All That Jazz; Newcastle Harvest Festival; Chili Cook-off, Picasso's
Picnic; Newcastle Art Show&Sales; and Farmer's Parade of Lights;
6. Winter Activities-Alpine skiing; cross country skiing; snowboarding; and, snowmobiling.
Secondary attractions are often places that visitors go to while they are in a destination. While
they may not be primary trip motivators, they do extend the length of stay and increased the
spending of visitors. Many visitors to these attractions are visiting friends and relatives of
Clarington's residents.
Clarington's demand generators specifically motivate visitors to travel. These included:
1. Canadian Tire Motorsport Park;
2. Boots& Hearts Music Festival;
3. Local Attractions(Cedar Park Resort, Bowmanville Zoo,Jungle Cat World, Archibald's Winery);
4. Sports Tourism Events (Recreation Facilities and Fields; hockey, soccer, baseball, lacrosse,
football, dance, swim meets, squash; cycling; mountain biking; Spartan Race; Fishing Show;
Courtice Kids of Steel; and Running Maniac's Marathon).
1;
BRAIN Clarington Three Yeor Community Tourism Plun—July 2014
Tourism Businesses
Evaluating the tourism businesses component of the community tourism plan requires looking at
business operations beyond attractions (things to do) to others that support tourism visits (i.e.
accommodations,service stations, restaurants, retail).
The accommodation base in Clarington is limited. Currently there are 12 B&Bs, six independent
motels/hotels, Provincial Park and private campgrounds, and a marina with limited accommodations.
Canadian Tire Motorsport Park provides on-site camping during key events (Boots and Hearts and
Motorsport weekends). Other accommodation options exist in neighbouring communities(Oshawa, Port
Hope, Lindsay).
There are a variety of restaurants in the area that are open on a year round basis including fine dining,
road houses,family restaurants,franchises, coffee shops,food trucks and pubs/bars/patios.
Clarington has three BIA areas (Historic Downtown Bowmanville, Newcastle and Orono), a collection of
antique stores, large flea market and specialty stores including Tyrone Mills and shopping areas.There are
also big box stores in Bowmanville that offer a full range of shopping, a theatre and chain restaurants.
Retail opportunities are expanded through festival and events that take place in these hubs and offer
visitors the chance to buy local products (Maple Fest,Apple Festival, Newcastle Art Show&Sale,
Newcastle Fall Fair and the Orono Fair).
Tourism Infrastructure
This tourism component looks at some key foundations that are important for travellers when they
are in the community(i.e. roads, airports,cell service,signage, amenities). Given Clarington's proximity
to the GTA and the road, rail and air infrastructure, there are multiple ways to travel to the gateway
of Clarington, but limited opportunities to travel around the Municipality without a personal vehicle.
An extension of Highway 407 will extend connectivity of that roadway to the east all the way through
Clarington to highway 35/115 and is scheduled to be completed by 2020. This will present travelers
with additional ease in travelling to Clarington by motor vehicle.
Road cycling is becoming more popular in Clarington. In 2012 Clarington Tourism produced a cycling
map that provides a range of possibilities, including easy, moderate and challenging routes as well as
connecting the Waterfront and Greenbelt trails.
Off-road biking trail infrastructure exists on the many off-road trails that are accessible to those with
mountain bikes. The 275 km long Oak Ridges Moraine trail weaves its way through Clarington.
14
BRAIN Clorington Three Year Community Tourism Pion—July 2014
Tourism Hospitality
The fourth component of tourism that the taskforce explored was hospitality. The group took a step
back and evaluated Clarington's current ability to be welcoming and offer pleasant experiences. Table 4
is a summary of what was identified.
Table 4:Tourism Hospitality in Clarington
Customer Service Clarington Tourism and CTMB have jointly produces a variety of seminars and
Training will continue to do so. This is part of their mandate.
There is an opportunity to train local business to know what is happening
� =u v collectively in Clarington and to increasing area business market readiness
Google and GPS have challenges finding businesses in Clarington
Way finding Directional signage needs to be a priority(also in FICE Community Report)
Some GPS vendors have challenges geocoding rural addresses
Some highway TOD signage, but process to get TOD signs is lengthy.
Clarington Mobile Tourism App was developed in October 2013
Opportunity to engage The 12 B&Bs offer opportunities for this. Experience Development workshops
with locals/learn would allow tourism businesses to learn more about these opportunities for
Partnerships and how they could benefit their business.
Do we do visitor Some businesses do this on their own but surveying is inconsistent across
surveys? operators.There is an opportunity for businesses to collaborate and share
meaningful results.
This activity is part of the Mobile Tourism App. The Tourism Economic Impact
Study also surveyed visitors and those results will provide helpful information
for Clarington Tourism and CTMB.
Sense of Place "Clarington" is not used as a destination/location name. Community names are
still used and can cause some confusion.
Are we welcoming? The First Impressions Community Exchange (FICE)experience indicated that the
community is welcoming and helpful.
How do locals feel Mix of feelings because of perceived missed opportunities and a feeling that
about visitors? large events that may displace normal business activity. There is an opportunity
to communicate with locals about economic impacts. Seeking opportunities to
use these events to promote future visits to Clarington is important.
Visitor Information Directly off of highway with 401 signage from 401 and local roads. Additional
15
BRAIN Clarington Three Year Community Tourism Plan—July 2014
Centres temporary kiosks are set up at large events and are well used by visitors and
local residents.
Packaging Packaging has been limited. New partnerships are needed.There are
opportunities to fine tune this with market segment information.
Cross promotion with This is happening on an informal level . This is a mandate of the Clarington
other businesses Tourism Marketing Board and is still in its infancy.-
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BRAIN Clorington Three Year Community Tourism Pion—July 2014
Tourism Promotion
Table 5 is a summary of how tourism is being promoted including web activities, advertising,
promotional signs, and travel guides. Table 5 is a summary of the task forces assessment.
Table 5: Tourism Promotion in Clarington
Area of focus Summary
Web Full dedicated website www.claringtontourism.net
Social Media Clarington Tourism hosts:
Facebook(https://www.facebook.com/TourismClarington
Twitter(https://twitter.com)
Blog (http://claringtontourism.wordpress.com)
Instagram (http://instagram.com/onlyinclarington)
Pinterest(http://www.pinterest.com/tourclarington)
Print Clarington Tourism Annual Visitor's Guide
Durham Trail Map
Cycling Map
Fishing Guide
What to Do Between Games Brochure
Durham Farm Fresh Map
Fishing Guide/Map
Street Maps
Travel shows Limited participation in show/exhibit opportunities due to associated costs
and staffing considerations
Promotional Signs Flags in front of Tourism Office, signage along 401,401 and 115 Highways/
digital roadside E-sign
Mobile App Launched in October 2013; local businesses can opt in anytime
Images/video Videos are in development, limited central photo library
Story tellers Blogs; Facebook
Affiliates/partnering Grass roots networking is an ongoing effort of Clarington Tourism.They work to
leverage Central Counties Tourism programs to promote the area's attractions
and opportunities.
BRAIN Clarington Three Year Community Tourism Plan—July 2014
A Summary of the Tourism Asset Concerns
In reviewing the five key tourism components it became evident that overlapping themes were starting
to emerge. Tables six to ten provide a SWOT analysis. This became an important tool to move into the
next important stage of the project where the task Force would identify goals, objectives and actions.
Table 6:Tourism Attractions SWOT
• Proximity to GTA Population growth
SVariety of Attractions ® Orono fair and other festivals—
• Festivals and events that are to encourage return visits
unique Oak Ridges Moraine
• Echo generation (young families)
No need for • - night . 407 developments could be a
No
de • • T threat to the rural experience strong
Limited inventory of and people may bypass the
overnight accommodations areas
Small businesses have limited Climate
resources(human&financial)
communication
18
BRAIN Clarington 7hree Year Community Tourism Plan—July 2014
Table 7: Tourism Businesses SWOT
• Proximity to GTA—millions of Antique trails
Speople O Stronger tie-ins with attractions
• Historical downtowns with • Marina and fishing charter
specialty shops businesses
• Festivals More specialty shops in
• Close to 401/115/407 downtowns
• Attractions 407 access
• Waterfront, Ganaraska Developing a more active arts
Forest/Oak Ridges Moraine/ and cultural scene
CLOCA/Provincial Networking with partners
Parks/Greenbelt Cycle Route
• Agri-and culinary tourism
(orchards,farm markets)
• - to .• close for T Food trucks bylaws
overnight I Competing markets are close
No real hookto •- niche (Prince Edward County/GTA)
Businesses need . haveTime/$for small businesses
common goal (h• Seasonality(Jan to March low
Lack of • - and business levels)
associated accommodation
space limits attractionof
larger . •
Some • .• • businesses
•• part of •
benefit fromtourism
19
BRAIN Clarington Three Year Comrunity Tourism Plan—July 2014
Table 8: Tourism Infrastructure
• Geography is diverse Variety of sports, attractions
SNice parks,waterfront 0 Landscape and well known
• Zoos are internationally known features (Christmas Lights
• Historical on Old Scugog Road)
• Arenas and sports fields
• Agricultural area
Some other competing
overnment • •-
overwhelming • impede destinations may have newer
opportunities, . • . more developed trail
assistance . businesses would connectivity
•- •- Parking
processLack of public washrooms in
• - revitalization of • strategic locations in all
areas is needed communities(FICE)
Waterfront -•
revitalizing
Lack of public transit
20
BRAIN Cluringlon Three Year Community Tourism Plon—July 2014
Table 9: Tourism Hospitality
• Mobile app Need to talk more about
SBlog 0 "Clarington" and create a sense
• Social media of place
• Lots of informed tourism Need increased communication
ambassadors and participation from more
• Great personal/customer service tourism partners
• More volunteers to sustain
events
• Train tourism frontline staff on
what we have here/Super
Host
• "killing time" what to do in
between events
• Promote the mobile app
- stop shopping at eventsT Gas prices
Lack of - to volunteer— 1 Volunteer burn out (for
bedroom c. example,the lack of volunteers
• night life at the Orono Fair.)
Locals .t know what is in i Inconsistent.Downtown business
their own backyard hours
-• for increased
communications
Signage
21
BRAIN-I= Clarington Three year Community Tourism Plan—July 2014.
Table 10:Tourism Promotion
• Blogs 0 Partnerships
S Social Media 0 • Strategic Planning sessions
• Visitors' experience survey • Shows and exhibits
• Mobile app
• CTM B
• Tourism partners'
dedication to collaboration
Lack of resources/dedicated Lack of consistent funding for
time) staff •-r(need to T core promotional activities
show ••
Visitor guide look too similar to
past editions, needs a fresh look
Lack of human resources to seek
funding through
22
BRAIN Clorington Three Year Community Tourism Plan—July 2014
Strategic Tourism Goals
Based on the valuable time invested exploring Clarington's current tourism landscape and performance,
the Tourism Task Force supported five overarching tourism goals. The goals for tourism align with
several of the strategic priorities identified in the Clarington Strategic Plans 2011-2014 as noted below.9
1. Promote Clarington as atop of mind destination for visitors
Strategic Priority Alignment: Showcasing Community
Objectives: Promote Clarington as a tourism destination, Promote our "heritage,
historical, cultural and agriculture")
2. Increase the length of time visitors spend in Clarington
Strategic Priority Alignment: Promote Economic Growth
Objective: Attract new businesses and retain existing business to improve/increase non-
residential assessment growth and employment opportunities
3. Increase the number of return visits
Strategic Priority Alignment: Promote Economic Growth
Objective: Attract new businesses and retain existing business to improve/increase non-
residential assessment growth and employment opportunities
4. Inform and educate tourism partners
Strategic Priority Alignment: Connecting Clarington
Objective: Improve Communication
5. Improve tourism way finding
Strategic Priority Alignment: Showcasing Community
Objective: Improve the visual appearance of the Municipality
Strategic Priority: Showcasing Community
Objectives: Promote Clarington as a tourism destination, Promote our "heritage,
historical,cultural and agriculture".
e Clarington Strategic Plan 2011-2014
BRAIN Clarington Three yeor Community Tourism Plan—July 2014
Objectives
In order to achieve the 5 goals a series of objectives were developed. These are presented below in
relation to the goal that they will enable. Themes of repetition in the areas of sense of place;
ambassadors; marketing; industry engagement; networking; experience development/partnering and
way finding emerged.
,Goal
'Promote Clarington as a top of mind destination
Create a collective vision of Clarington's tourism assets. (SENSE OF PLACE)
Create and establish a brand strategy that targets both residents and visitors. (SENSE OF PLACE,
AMBASSADORS)
v
'— Revise current marketing tools to include brand while continuing to seek innovative marketing
U
°' tools. (MARKETING)
0
O
Host a "Celebrate Clarington" event. (MARKETING,AMBASSADORS)
Tweak current marketing efforts to leverage OTMPC's new market segmentation insights
(MARKETING)
24
BRAIN • Clarington Three Yeor Community Tourism Plon—July 2014
Goal
visitorsIncrease the length of time • - • in Clarington
Provide front line workers and attractions with tool to assist visitors, including first-hand
knowledge and experiences through educations/ambassador outings. (AMBASSADORS). Expand
Super Host Program.
Establish opportunities for tourism businesses to network and create partnerships, encouraging
cross promotions and referrals. (INDUSTRY ENGAGMENT, NETWORKING)
V)
C)
>— Provide opportunities for key tourism asset clusters to enhance their current tourism offerings
U
v through product and experience development. (EXPERIENCE DEVELOPMENT/PARTNERING).
0
Create marketing campaigns specific to season/week/events, providing maps, itineraries and
packages. (MARKETING)
Create a map that staff can use to provide directions to other places. (WAY FINDING) place in all
the Arenas and use QR code to promote mobile app
. .
numberIncrease the of
Ensure all attractions, accommodations, sports venues and major touch points(contact
between buyers and sellers) have tools in place to promote the area attractions(brochures
and maps). (MARKETING)
Educate front-line workers with the knowledge and tools to assist visitors. (AMBASSADORS)
Ln
a
Expand "Between Games" brochure and increase distribution. (INDUSTRY
H ENGAGMENT, NETWORKING)
0
Provide opportunities for key tourism asset clusters to enhance their current tourism offerings
through product and experience development. (EXPERIENCE DEVELOPMENT/PARTNERING)
BRAIN Clorington Three Year Community Tourism Plon—July 2014
Proa14:
inform • educate tourismpartners
v Expand Super Host(customer service training) program. (INDUSTRY ENAGEMENT)
v Improve communication with tourism stakeholders to ensure they are aware of networking,
opackaging and experience development opportunities. Share best practices. (INDUSTRY
ENGAGEMENT)
Ln
Develop a signage strategy that provides a sense of place. (WAYFINDING, SENSE OF PLACE)
u Expand signage to outlying areas. (WAY FINDING)
0 Create map as a customer service tool. (Relates to goal 2)
26
BRAIN Clarington Three year Community Tourism Plon—July 2014
Action Plan
- • - - 1111T Mid-term (s months—1 year) Longer Term (1 year+)
_ Who Leads
Action Item Provider(P) Ti-ming Resources Required
r
Coordinator(C)
Host Product and Experience Development Central Counties (P) Winter 2015 '
(workshops by experience cluster) Clarington Tourism (C)
co
W
Identify topics of interest and deliver 2-3 Central Counties(P)
o * workshops/year to tourism stakeholders to bring Clarington Tourism (C) Winter 2015 '
new tourism stakeholders into the fold, expand CTMB '" •'
Super Host program
c W
c °A
0
L W
`6 > Share best practice and stories with tourism industry CTMB Ongoing
c �stakeholders.
a,
E �
0
v
cu
a,
0
Explore tourism awards program Clarington Tourism Spring 2015
CTMB (Presentation Fall
X 2015)
W
Clarington Three Year Community Tourism Plan,June 2014 27
Who Leads
Action Item Provider(P) Timing Resources Required
Coordinator(C)
Create a list of key events to create marketing
campaigns specific to season/week/events, Clarington tourism &CTMB Summer 2014 Clarington Tourism time
providing maps, itineraries and packages investment
Clarington Tourism time
Expand "Between Games" brochure and place in key Clarington Tourism (P) investment
target markets and local kiosks CTMP (C) Winter 2015
Additional print$
Produce a map of tourism assets with community
involvement that can be used to assist visitors who Clarington Tourism (P) Winter 2015 . . - ..
are already in the area CTMB • - • _ •
Empower local story tellers and effectively use the Clarington Tourism (P) Ongoing •
tourism blog to push this out
Identify Clarington's high traffic business areas and Clarington Tourism time
develop an action plan to place collateral and Clarington Tourism (P) investment.
0 signage/map in that area featuring the must visit Spring 2015
CTMB (POLICY)
attractions. Advocate to leverage areas where $ Wall maps, possible
E permitted use if not currently given.
brochure stands
0
L
d
0 Utilize OTMPC's new market segmentation insights
to plan content and marketing efforts that can be Central Counties (P) Clarington Tourism
delivered to the top markets (family memory Clarington Tourism (C) Ongoing commitment
4-1
builders, sports lovers, mellow vacationers, solitaires CTMB
and nature lovers) • industry workshops
BRAIN Claringtan Three Year Community Tourism Plan—July 2014
Who Leads
Action Item Provider(P) Timing Resources Requi ed
4 Explore the opportunity to complete a branding
0 ai Central Counties (P) Spring 2015
Q) U exercise to determine the collective identity of Seek fundin to su ort
C: a Clarington's tourism assets Clarington Tourism (C) g pp
N CTMB(C) this initiative
Provide front line hospitality employees with local Clarington Tourism (P)
E ambassador training that provides them with a CTMB Spring 2015 Clarington Tourism time
investment.
robust understanding of Clarington's tourism assets
0
$training expenses
0
Plan and execute a resident ambassador program.
Ensure distribution of tourism information and on- Clarington Tourism (P) Summer/Fall
E going communication about things to see and do to 2015 Clarington Tourism time
Q encourage visiting friends and relatives to explore investment.
Clarington. Host a "Celebrate Clarington" event
$ local advertising
tin Expand the current community gateway signage to Municipality of Clarington/ Possible shared expense
ESpring 2015
include way-finding to the area's attractions Region of Durham (P) between municipality and
U_ CTMB (C) participating businesses
T
c0
"Networking is best done through bringing businesses together for an additional purpose i.e. training or product/experience
development. Ensure that when programs are offered there is ample time for information sharing and networking. It is amazing what
can be learned and shared amongst peers over a coffee or lunch.
BRAIN Clarington Three Year Community Tourism Plan—July 2014
Appendix A
Constitutionof Marketing
Minds of Clarington
Article One—Name
The Board shall be renamed the CLARINGTON TOURISM MARKETING BOARD
henceforth known as"the Board".
Article Two—Authority
Sectionl
The Board is incorporated as a not-for-profit corporation and functions under the guidelines of the
Revenue Canada requirements.
Sectionl
The revised constitution dated January 24, 2012 defines the rules and regulations of the
Board.
Article Three—Mandate
Sectionl
The mandate of the Board is to work cooperatively to promote Clarington as a "top of mind" tourism
destination.
The Board is also intended to oversee the development of tourism locally by helping to
strengthen the overall 'visitor experience'through marketing and product development.
Sectionl
The mandate of the Board will be realized through the coordination of the following objectives:
i. Liaise with Clarington Council and the Communications&Tourism Office;
ii. Establish and maintain an inventory of the Clarington tourism product;
iii. Facilitate and advise Clarington Council and staff in the development and implementation of
a comprehensive Tourism Strategic Plan -including both long-term and short-term
objectives;
iv. Identify emerging tourism trends/niche markets and conditions that are
integral/complementary to comprehensive Tourism Strategic Plan;
30
BRAIN IMM Clarington Three Year Community Tourism Plan—Judy 2014
V. Facilitate the development and implementation of an annual Tourism Marketing Plan -
including joint advertising and packages in consultation and cooperation with the industry
partners;
Vi. Research and coordinate applications for tourism grants on behalf of the Clarington
Tourism Marketing Board and Tourism Clarington;and,
Vii. Advise and consult with Tourism Clarington regarding new opportunities for education and
training to benefit Clarington tourism operators.
Article Four—Location
The Board will reside and operate within the Municipality of Clarington.
Article Five—Membership
Sectionl
Effort is made to have municipal and/or industry representation from all sectors including, but not
limited, to Business Improvement Associations (BIAs), Clarington Board of Trade (CBOT),
golf/sports,agriculture, retail, parks,trails, arts&culture, heritage, accommodations, attractions,
festivals and events.
Section2
Member organizations must reside and/or operate within the boundaries of the Municipality of
Clarington.
Section3
A member shall be entitled to participate in all activities of the Board and may vote or hold office. Only
those who were members during the previous year are entitled to vote at the Annual General Meeting.
Section4
Membership dues are due as of January 1st of each calendar year.A renewal notice will be sent by
December 1st of the previous year. Dues will not be pro-rated.
Dues for the 2013 Membership year have been set as$30.00/member.
31
BRAIN Clorinyton Three Year Community Tourism Plan—July 2014
Article Six—Directors
Sectionl
The Board of Directors shall consist of a minimum of 6 and to a maximum of 20 Directors.
This includes representatives of Clarington Council.
Sectionl
The membership shall elect at each Annual General Meeting from among themselves a minimum of 3
Directors for a term of two years. Terms will be staggered to allow for leadership continuity.
Section3
In the event of a vacancy on the Board,the remaining Board Members shall appoint a member
from the vacated sector to fill such a vacancy.Should there ever be a time when three or more
vacancies occur at the same time, a Special General Meeting of the organization shall be called and
Directors elected to fill the vacancies.
Section4
The Board of Directors shall have the power to act for and on behalf of the Tourism Marketing
Board in all matters, subject to the Constitution.
SectionS
The Board of Directors shall take the initiative in preparing general policies and actions for the
consideration and possible adoption by the membership.
Section6
Where a Director of the Board fails to attend three (3) meetings within the fiscal year without due
cause,the Board of Directors may appoint another Director to fill this position as per Article 6
(Section 3).
Section7
The Board may establish Committees and Sub-Committees from time to time in order to conduct its
business more effectively. All Committees are accountable to the Board of Directors.
32
BRAIN " Clarington Three VeorCommunity Tourism Plan—July 2014
Article Seven—Officers
Section 1
The Directors shall elect from among themselves at a meeting to be held immediately following
the Annual Meeting, a Chair,Vice-Chair and Secretary/Treasurer. Collectively these positions are
to be known as the Officers of the Clarington Tourism Marketing Board.
Section2
The Officers shall take office immediately following the election and shall serve for a term
not to exceed two years. Members may be elected into the same office for two consecutive
terms. Following a one year break, a member may be re-elected.
Section3
Officers of the Clarington Tourism Marketing Board are responsible for the safe custody of any and
all legal papers pertaining to the Board's property/assets; and the books and records of the
organization.
Section4
Each Officer must be a member in good standing with the Clarington Tourism Marketing Board.
Article Eight—Duty of Officers
Sectionl
The Chair of the Clarington Tourism Marketing Board shall:
• Be a member in good standing and a Director for at least one year unless otherwise
stipulated by the Board;
• Manage the business of the Board and preside over its meetings;
• Set meeting agendas,taking full account of the issues and the concerns of all Board
members;
• Monitor progress towards the timely and effective achievement and implementation of the
objectives, policies and strategies set by the Board and of other decisions taken by or on
behalf of the Board;
• Have signing authority;
• Represent and promote the organization at specific functions and activities
• Vote, only, in the case of a tie and/or recorded vote;
• Be an Ex-Officio member of all Committees and Sub-Committees
Section2
The Vice Chair shall:
• All annual statements and financial and auditor's reports
• Provide support and guidance to the Chairman;
33
BRAIN • Clarington Three Year Community Tourism Plan—July 2014
• Vice Chair/Secretary assumes all of the responsibilities of Chair is absent and/or
otherwise unavailable;
• Be the Chair of the Membership/Nomination Committee.
Section 3
The Secretary shall:
• Be a member in good standing for at least one year
• Attend all meetings of the Board and keep true minutes thereof
• Conduct the correspondence of the Board
• Ensure that the records of the Board are maintained and current.These records
include (but are not limited to):
All business transactions of the Clarington Tourism Marketing Board
All resolutions passed by the Clarington Tourism Marketing Board
❑ All amendments to the Constitution of the organization
❑ A list of the members of the Board and their contact information
All reports of Committees and Sub-Committees that may be created from time to
time
Section 4
The Treasurer shall:
• Be a member in good standing for at least one year;
• Receive and deposit all monies paid to the in a chartered bank or trust company, as
directed by the Board.
• Prepare reports showing the financial status of the Clarington Tourism Marketing Board
for the Officers each meeting
• Keep the securities of the organization in safe custody.
• Keep or cause to be kept full and accurate accounts and make or cause to be made entries
of all receipts and expenditures of the Clarington Tourism Marketing Board.
• Prepare annual financial statements of the Clarington Tourism Marketing Board.
• Work with appointed auditors to ensure financial review is conducted.
• Prepare reports showing the financial status of the Clarington Tourism Marketing Board
for the Officers each meeting
Section 5
The Communications&Tourism Office will provide support in the form of advice; day-to-day
cooperation with the Municipality; updates on program and promotional ideas.The Office will also
assist in the preparation and submission of budget requests/grant submissions as required.
Article Nine—Voting
All Members have voting rights with the exception of the municipal staff liaisons.
Voting Directors include one Representative from each of the identified sectors and appointed
Member(s)of Clarington Council.
BRAIN Clorington Three Year Community Tourism Plan—July 2014
Article Ten—Meetings
Sectionl
Meetings of the Directors of the Clarington Tourism Marketing Board shall be called at the discretion of
the Chair with a minimum of 6 to a maximum of 12 meetings per fiscal year.
Sectionl
Persons who are members in good standing of the Board of Directors are eligible to vote at any
general meeting.
Section3
A quorum shall consist of five (5) Directors at any Board Meeting.
Section4
A general meeting of the Board may decide on all matters brought to it, with a decision being
made by a majority vote of Directors in attendance at the board meeting. In the case of a tie,
the Chair will cast the deciding vote.
Sections
st
An Annual General Meeting of the membership shall be held before February 1 of each
year. Notice of the Annual General Meeting shall be given two weeks in advance of the meeting by
the publication of a notice in a local newspaper having general circulation in the community in which
the Board is located.
Section6
Ten (10) members shall constitute a quorum at the Annual General Meeting.
Sectionl
At the Annual General Meeting,the Board shall present a report of the activities and
accomplishments of the Board since the last Annual General Meeting, and a detailed
financial report.
A slate of candidates to fill vacancies on the Board of Directors will be presented.
35
BRAIN Clorington Three Year Community 7ourism Plan—July 2014
Section8
Proxies are not permitted at any Board or Annual General Meeting of the Clarington Tourism Marketing
Board.
Section (ERRORS/OMISSIONS)
The accidental omission to give notice of any meeting of the Board to its members, or the non- receipt
of any notice by any member,or any error in any notice that does not affect its substance, does not
invalidate any resolution passed or any proceedings taken at the meeting. Any member of the Board
may at any time waive notice of any meeting.
Article Eleven—Conflict of Interest
No member of the Board of Directors shall receive any direct or indirect remuneration from the
Board for services rendered. Directors may be reimbursed for reasonable expenses incurred in
connection with the business of the Clarington Tourism Marketing Board.
Article Twelve—Idemnification
The Clarington Tourism Marketing Board agrees to indemnify and save harmless the
Directors for all actions undertaken by them in good faith on behalf of the Board.
Directors shall not be indemnified by the Board in respect to any liability, costs charges or expenses that
he/she sustains or incurs as a result of his/her own fraud, dishonesty,willful neglect or default.
Article Thirteen—Finances
Sectionl
All monies belonging to the Clarington Tourism Marketing Board shall be deposited in a bank account in
the name of the Board at a Branch of a Chartered Bank or a Trust Company in Canada by the Treasurer
or an employee so designated by the Board.
Sectionl
The fiscal year of the Clarington Tourism Marketing Board shall be from January 1 to December 31.
36
BRAIN Clarington Three Year Community lburism Plan—July 2014
Section3
All expenditures for items in excess of$1,000 that are not included in the budget for the current
fiscal year shall require approval by a resolution passed at a Board of Directors meeting.
Section4
Cheques to disburse the funds of the Board shall bear the combined signatures of two (2) Officers
of the organization.
Section5
The financial records of the Clarington Tourism Marketing Board shall be audited by a qualified
accountant appointed at the Annual General Meeting.
Section6
The financial accounts and other books of the Board shall be made available for inspection by
members upon reasonable request.
Article Fourteen—Rules of Order
Roberts Rules of Order shall govern the Board on all matters.
Article Fifteen—Change in Constitution
This Constitution must be adopted by a simple majority present. Any further amendments or
changes require a two-thirds majority vote of members present.
Article Sixteen—Interpretation
If any question of the interpretation of any portion of this constitution arises,the Officers shall be
empowered to make a decision on the matter. However,when this situation arises,the Constitution
must be amended to clarify the interpretation.
Clarington Three Year Community Tourism Plan,lune 2014 27
Article Seventeen—Dissolution
in the event of the dissolution of the Clarington Tourism Marketing Board, after payment of all debts
and liabilities,the remaining assets shall be distributed to the benefit of the community as defined by
the Board of Directors.
Article Eighteen—Adoption
The Constitution is adopted at an Annual General Meeting of the Clarington Tourism Marketing
Board and is until it is amendment or repealed.
38
BRAIN Clarington Three Year Community Tourism Plan—July 2014
Appendix B
Ontario Market Segments (http://www.tourismpartners.com/research/targetSegments)
Major Attractions Aye A Hits4Family 1'�irr�OFy Forging Family Ties
si.srYa 1—,t,•.r.n _....g,�ut„
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t �saAur.7�,ra rr+,su w�gfut ko-mnterc:ace;o-r�+q
Vacation Is Activity-Filled Play Brings Everyone Togethtr
7 i
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Top Planning sources Media Habits tuts r�;i+bA:y_�T]sar
„r,ca�aa•,..�•s- �7 .rat«rs errs_a.,..:--ems
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! !!� x;d odamed FUn Tnc�Perks
Planning
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Mature Lovers
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s,rxim�a tic ymn iisetxm 14�ss I gr,�i Gt haat:
t [anr}�t:3e,hcxr6-a cafsx� r�sr,]nrn:Nn a�
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w .6k rxd,:r�. t :.,.r�.�. One With Nature
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BRAT N Clorington Three Year Community Tourism Plan—July 2014
Rest&Relaxation mellow Vacationers Tranquil Retreat
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,i4 pXl aruq wfl'r-7SF:-xn�i'ntn+l d4+K4 Y^'pgy 7sr+ Wr Nfik`G!$XHS.. _cnlP?�N�"FsaM if#:leaf.':n9 vrraalFrpmwwR-4Yi
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rka I�I63�fea.l¢�ar+r�aa ro[t "'r JA pF�Ysexi�*7'Ym -:....: F.g75d^
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g��1MM Clarington Three Year Community Tourism Plan—July 2014
In the Stands Spouts Lovers Travel Recharge
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41
BRAENMM
Clorington Three Year Community Tourism Flan—July 2014
Attachment#2 to Report
COD-008-16
Tourilarin tons.
An Economic Ipmact
Study for 2013
June 2014
Conducted by:
P"Irk court
Bcvomanme,OpLaw,L tl:M
julephtwe 19M)6-912521
rsx.iw-,x)097-2425
VA"Idla"ja mvOmAlis rood rom
I E.rnall:rcclli5Ocdls•raaioam
Tourism in Clarington•An Economic Impact Study Page-2-
Table of Contents
Executive Summar 2
Introduction .......y............................................................................................................................... 3
Study Methodology 3
OverallStatistics.................................................................................................................................... 6
Numberof Visitors................................................................................................................................ 6
2013 Visits Split by Attendee Residency .............................................................................................. 6
SpendingStatistics ................................................................................................................................7
SectorBreakdowns ............................................................................................................................... 8
Agriculture/Markets.............................................................................................................................. 9
Camping/Parks......................................................................................................................................9
Festivals............................................................................................................................................... 10
Flea Markets/Collectables/Antiques................................................................................................... 10
LargeScale Events............................................................................................................................... 10
Museums/Galleries............................................................................................................................. 11
Recreation........................................................................................................................................... 11
Zoos..................................................................................................................................................... 11
Status of Overnight Accommodations in Clarington........................................................................... 12
Employmentand Infrastructure.......................................................................................................... 12
Impacton Other Business................................................................................................................... 13
Creating Growth in Clarington's Tourism Industry.............................................................................. 14
IDEAS TO CONSIDER:
A Comprehensive and Integrated Agriculture-Tourism Strategy........................................... 15
Enhancing Natural Areas,Trails, and Camping...................................................................... 15
The Collectables and Antique Trail ........................................................................................ 16
Working with Larger Scale Tourism Operators...................................................................... 16
Promoting the Best Festivals and Fairs in the GTA ................................................................ 16
Clarington's Arts&Culture Trail ............................................................................................ 16
Creating a Fishing Tourism Strategy....................................................................................... 16
ExpandingAccommodations.................................................................................................. 16
Tourism in Clarington An Economic Impact Study Page-3-
Executive Summary
Collis& Reed Research was commissioned by the Clarington Tourism Marketing Board and Central
Counties Tourism Region to carry out a Tourism Economic Impact Study for Clarington. The study
draws on primary survey data collected from patrons attending tourism events and attractions during
2013. It also draws on information received by operators of attraction and events.
There are clear positives regarding Clarington's Tourism industry.
• In 2013 tourism related businesses had visits from 2.2 million people.
• 140 million dollars was spent at tourism related venues and events($63 per person, per day).
• Over the past'three years Clarington's tourism industry has grown an average of 10%annually.
This is 4% higher than the tourism average across Canada.
• Clarington's tourism industry accounts for over 600 direct jobs in our communities.
• It also accounts for millions of dollars of business that is indirectly connected to tourism
in Clarington
70%of tourism revenue comes from Clarington residents or people living within one hour of the
Municipality (Visiting Friends & Relatives or VFRs). Longer distance tourists tend to come for special
events and festivals(Apple Fest, Orono Fair), race weekends,the Boots and Hearts Music Festival or
recreational/sports activities.
Clarington has many tourism positives to build upon.This is a critical point in the development of the
Municipality's tourism industry.To continue the strong growth and development all stakeholders
need to collaborate, implement and following through with a strategic plan that will enhance all
tourism sectors. Based on the research conducted in this study, a series of recommendations are
provided for consideration when developing Clarington's tourism strategy.
Tourism in Clarington:An Economic Impact Study Page-4-
Introduction:
Collis& Reed Research was commissioned by the Clarington Tourism Marketing Board and funded by
Central Counties Tourism and the Municipality of Clarington to carry out a Tourism Economic Impact
Study for Clarington. The study draws on primary survey data collected from patrons attending
tourism events and attractions during 2013. It also uses information received by operators of
attraction and events. The report generated for this study provides an indication of
• The number of visitors that attended events and attractions in Clarington during 2013;
• The Clarington tourism growth rate over the past three years;
• Place of residence of visitors; and
• The amount spent by visitors in the community while attending tourism attractions and events.
Overall statistics are provided in addition to breakdowns by tourism sectors. Also addressed are issues
related to overnight accommodations,the number of people working in Clarington's tourism industry
and the impact on businesses not directly involved in tourism.
Finally a set of recommendations are presented for consideration to help sustain growth in
Clarington's tourism industry and to ensure that this sector reaches its full economic potential.
Study Methodology:
The Tourism Clarington Economic Impact study was based on four key sources of information:
1. A survey of patrons attending tourism events and attractions.
2. A survey of tourism operators and overnight accommodation providers.
3. Interviews with tourism stakeholders to receive further insights and understanding of the
data collected during the study.
4. Interviews with business owners who were indirectly impacted by tourism initiatives in
the Municipality.
Surveys of tourism patrons: The survey of Clarington Tourism Patrons was carried out in a multi-
faceted manner to collect key information from people attending tourism related events and
attractions throughout the spring, summer and fall of 2013. For the purposes of this study four key
pieces of information were collected. This included:
1. How long the respondent stayed at the event/activity;
2. How many people the respondent attended the event/activity with;
3. How much money the respondent spent at the event/activity; and
4. Where the respondent resides.
This data was primarily collected as part of an event reflection survey. As a way to engage patrons,
these attendees were asked if they would share their email with us to participate in an event
reflection survey that would be conducted in the following week. Email addresses and the location of
residence were recorded. Emails containing the link to the survey were then emailed to the
individual a week after the event.
Upon completion of their survey, respondents were provided with the opportunity to complete
reflection surveys from other events that they had attended during 2013.
Tourism in Clarington:An Economic Impact StudV Page-S-
The Clarington Experience survey was added to Clarington's mobile application. This survey collected
similar information as the reflection surveys about people attending tourism events or attractions.
In total we collected over 2000 Reflection surveys and Clarington Experience Surveys covering 24
Clarington events and attractions.
Survey of Tourism Operators and Event Organizers, Tourism operators and event organizers received
a Tourism Information form to complete. It included questions about: .
1. The number of visitors/attendees they had over the past three years;
2. The number of FTE staff they have over this period;
3. How much patrons typically spend; and,
4. Where their clients reside.
In total, we received information from 21 tourism operators. In the case of operators or events that
did not participate in the study, data was extrapolated from data on file and internet searches. It was
then paired with data collected from patron surveys.
These data were used to develop the following statistics:
Number of persons, per venue per day: These are the number of people that tourism operators and
event organizers provided (number of attendees for each of the past three years)
Amount of money spent: Data from both attendees and operators was used to determine the
estimated average amount of money that an attendee would spend directly at the venue. A portion
was included to account for money spent outside the venue/activity but in support of attending the
venue (such as food,gasoline or additional supplies (when applicable).
Location of Residence: From the combined data provided by operators and event/festival
organizers; and the surveys of attendees. These data were divided into the follow categories:
1. Clarington Residents
2. Living within one hour(radius) of Clarington
3. Living within the Greater Toronto Area (GTA)
4. Living in Southern Ontario (but not any of the areas listed above)
5. Living in Central or Northern Ontario
6. Living outside of Ontario
In cases where there were discrepancies between sources, large attendee survey data was
weighted higher. However, for venues where small amounts of patron data was collected,
operator statistics were weighted higher. In cases where data was not collected interviews were
conducted with local experts to create a best estimate of the numbers required for the study.
Tourism in Clarington:An Economic Impact Study Page-6-
Events and Venues included in the study:
Accommodations Bed & Breakfast
Hotels
Motels
Agriculture/Markets Algoma Orchards
Archibald Orchards& Estate Winery
Pingle's Farm Market
Prices Farm Market
Tyrone Mill
Camping/Parks Cedar Park Resort
Central Lake Ontario Conservation Authority
Darlington Provincial Park
Festivals Apple Festival
Newcastle Art Show&Sale
Bowmanville Ribfest
Doors Open Clarington
Maple Festival
Summer Fest
Orono Fair
Flea Markets/Antiques Courtice Flea Market
Antiques in Clarington
Large Scale Attractions Boots & Hearts Music Festival
Canadian Tire Motorsport Park
Museums/Galleries A Gift of Art
Clarington Museums&Archives
Visual Arts Centre of Clarington
Recreation Boating/Marinas
Winter Sports
Fishing
Golf Courses
Sports Tournaments
Zoos Bowmanville Zoo
Jungle Cat World
Table 1:Tourism Attractions/Event Included in the Study
Given that the participating tourism attractions and events provided confidential information regarding
their operations it was agreed that all data presented in this report would be combined as overall
results or by sector. No individual tourism operations from this study will be reported.
Tourism in Clarington:An Economic Impact Stu& Page-7-
Overall Statistics:
Number of Visitors:
As specified in the methodology section of this report, our measure of number visitors is more precisely
defined as the number of visits per person, per day, per venue. A person visiting a
venue/event/activity more than once is recorded as a visitor each time. For example if one individual
would have attended the Boots & Hearts Music Festival camping overnight on Saturday and Sunday
that individual would have been recorded as a two person visit.
2011 2012 2013
Per Person/Per Year
1,826,305 2,028,865 2,210,825
Percent Change from the +11.1% +9.0%
previous year
Table 2: Calculated Number of Visitors by Year
• Clarington's tourism traffic for 2013 was 2.2 million persons.
• For the past two years tourism traffic has increased an average of 10%.
2013 Visits Split by Attendees'Residence
Overall Clarington Within one Beyond One
hour outside of Hour from
Clarington Clarington
Per Person/Per Year 2,210,825 742,474 769,439 698,912
Percentage from overall 1 1 34% 35% 32%
Table 3: Calculated Venue Visits split by Broad Location Categories
• Of the 2.2 million persons visits in 2013, 34%were residents of Clarington.
• Of the nearly 1.5 million visitors from outside Clarington, 52%of them lived within one hour of
Clarington.
• Major tourism contributors to the beyond one hour from Clarington visits comes from the large
• scale events at Canadian Tire Motorsport Park(race weekends and Boots & Hearts). Subtracting
these two sources from the equation, 78%of the visits to Clarington tourism events or attractions
are from Clarington Residents or from people living within one hour from Clarington.
• When the beyond one hour away category is split by specific location, half are comprised of
people living in the Greater Toronto Area (GTA). One quarter are from Southern Ontario, and the
remaining from Ontario(beyond Southern Ontario),Canada (beyond Ontario)and visitors from
other countries.
Tourism in Clarington:An Economic Impact Study Page-8-
Within one hour
Southern Canada&
outside of
Overall Clarington GTA Ontario Ontario International
Clarington
Per Year
2,210,825 742,474 769,439 345,554 192,821 101,114 59,424
Percentage
from overall 34% 35% 16% 9% 5% 3%
Table 4: Calculated Venue Visits split by Specific Location Categories
Spending Statistics:
By applying our spending survey statistics to the annual visitation calculations we are able to provide an
estimate of the amount of revenue acquired by the Clarington tourism industry during 2013.
Based on these statistics it is estimated that 140 million dollars was spent at tourism related venues
and events in Clarington during 2013. This translates into$63 per person, per day. It is important to
recognize that this figure was generated independent of the TRIEM (Ontario's Tourism Regional
Economic Impact Model) which suggests that spending per visitor is$75. If we were to adopt the
TRIEM statistic the estimated tourism spending would be approximately 166 million dollars in 2013.
However,given that the spending calculations used in the current study were generated specifically
based on primary survey data collected for each venue/event,the 140 million dollar figure is likely a
more accurate measure of tourism revenue in Clarington.
To put the of$140,000,000 figure into perspective, it translates into 460 homes purchased each at a
price of$300,000. This is roughly equivalent to the average annual number of housing starts in
Clarington over the past five years.
Despite what appears to be a significant contribution, it actually represents 3.3%of Clarington's
economy(based on Clarington's estimated GDP'). The tourism industry is 4.3%of the Canadian GD p2.
In other words,the impact of Clarington's tourism industry is slightly below that of the Canadian
average.
In summary,Tourism does have an impact on the economy of Clarington. Though it contributes to a
lower proportion of Clarington's economy than tourism does across the country,tourism in Clarington
is growing at an average annual rate of 10% per year, which is 4% higher than the tourism growth rate
across the country (a tourism growth rate of 6%2). If this rate of growth continues over the coming
years, Clarington will meet and surpass the national average.
1 Estimated Clarington GDP Figures supplied by Economics PhD.Candidate Reed Collis
2 Canadian Tourism Commission—Report on Canada's Tourism Industry—March 2013
Tourism in Clarinaton:An Economic Impact Study Page-9-
Sector Breakdowns:
In this section,tourism sector breakdowns are presented. This breakdown includes sector changes
over the past three years,where patrons/attendees within each sector reside,the estimated spending
among patrons/attendees in each sector and the percentage of the tourism economy that each sector
represents.
This breakdown highlights the imbalances that do exist within Clarington's tourism industry. Most of
the growth that has occurred within the past three years has been in the Large Scale Attractions
Sector(+30%change). Large Scale Attractions and Recreation account for three-quarters of
Clarington's Tourism economy. These two sectors also account for the majority of the long distance
tourists.
Average
1011 2012 2013 Change
Agricultural 167,000 175,000 186,000 +6%
/Markets
Camping/ 258,000 265,000 272,000 +3%
Parks
Festivals 147,700 158,000 163,700 +5%
Flea
Markets/ 192,000 194,000 195,000 +1%
Antiques
Large Scale 350,000 485,000 590,000 +30%
Attractions
Museums/ 37,000 37,000 42,000 +7%
Galleries
Recreation 549,605 590,865 647,125 +9%
Zoos 125,000 122,000 115,000 -4%
Table 5:Calculated Venue Visits Split by Year and Sector
Tourism in Clarington:An Economic Impact Study Page- 10-
Within one
hour %of the
Overall Clarington outside of
GTA Southern Ontario Canada& Spending Tourism
Clarington
Ontario International Economy
Per Year 2.210.825 742,474 769,439 345,554 192,821 101,114 59,424
%of Overall 34% 35% 16% 9% 5% 3%
Agricultural/Markets 186,000 94,600 61,900 15,520 7,760 3,720 2,500 $7,265,000 5%
Camping/Parks 272,000 81,600 81,600 62,250 24,060 13,180 9,310 $10,220,000 7%
Festivals 163,700 105,090 41,385 8,517 4,981 2,637 1,090 $4,769,500 3%
Flea 195,000 29,250 136,500 9,750 9,750 7,800 1,950 $5,850,000 4%
Market/Antiques
Large Scale 590,000 69,000 198,000 157,000 103,000 48,500 14,500 $59,000,000 42%
Attractions
Museums/Galleries 42,000 29,900 8,400 2,440 420 420 420 $356,000 <1%
Recreation 647,125 298,534 207,154 55,577 39,400 21,407 25,054 $49,712,500 36%
Zoos 115,000 34,500 34,500 34,500 3,450 3,450 4,600 $2,300,000 2%
Table 6: 2013 Calculated Venue Visits and Spending split by Tourism Sector
Below are summaries for each tourism sector.
Agriculture/Markets
With 8%of Clarington's tourism patrons, agriculture and markets contributes an estimated 5%
towards Clarington's tourism economy. It is comprised primarily of produce (fruits and vegetables)
sold at seasonal markets (such as Price's, Wilmot Orchards and Algoma), markets that provide pick
your own options as well (Watson's, Pingle's and Archibald's). The traditional agricultural markets are
focused primarily on the local patrons and people living short distances away from Clarington.
However, operations such as Archibald's (which includes a Winery and Golf Course)and Tyrone Mill
(historical grist mill) are clearly positioned as attractions which draw people from distances away.
Camping/Parks
With 12%of Clarington's visitors, camping and parks contributes an estimated 7%towards Clarington's
tourism economy. Cedar Park Resort and Darlington Provincial Park are both popular destinations and
these operations have consistently been major players of Clarington's tourism mosaic for over twenty
years. Cedar Park and Darlington offer both day activities and camping accommodations,while the
Central Lake Ontario Conservation Authority areas strictly provide day use opportunities. The
significant draw of visitors to this sector underscores that Clarington does represent an opportunity for
people to enjoy outdoor activities and natural outdoor beauty close to large urban centres. Despite the
relative sector strength the annual growth within this sector has been limited.
Tourism in Clarington:An Economic Impact Study Paee- I I -
Festivals
Clarington holds some of the finest festivals in Ontario. Tourists attending events like Bowmanville's
Apple Fest frequently note that it is one of the best street festivals in Ontario. These events leave
these visitors with a very positive impression of Clarington. In addition to Apple Festival the
Bowmanville BIA's largest street festivals include Maple Festival and the newly revamped Summer
Festival all of which attracted over 70,000 attendees in 2013. The Orono Fair(35,000 attendees in
2013), held the week after Labour Day, draws Clarington residents and many from just north and east
of the Municipality.
The inventory of Clarington annual festivals includes: Bowmanville Rotary Ribfest; Newcastle's Art
Show&Sale; the Wooden Boat Festival; and Newcastle's Fall Festival and Orono's Chili Cook Off.
With an estimated 7%of Clarington's tourism patrons, Festivals comprise 3%of Clarington's tourism
economy.These events attract mainly Clarington residents, people living less than an hour away from
Clarington and to a lesser extent, people living in the GTA. The majority of people who come from
beyond the GTA frequently report that they attended the festival because they were in town visiting
friends or relatives(VFR). Since these are single day or single weekend outdoor events, weather
conditions can significantly impact both the numbers attending and revenue generated.
Flea Market/Collectibles/Antiques
With an estimated 9%of Clarington's tourism patrons the flea market/collectables and antique sector is
dominated by the size and popularity of the Courtice Flea Market. This market has a large dedicated
group of patrons primarily made up of people either living in Clarington or within an hour drive of the
market. It does account for 4%of the tourism revenue in Clarington and this sector has experienced
consistent growth over the past few years.
Large Scale Events
Large Scale Events in Clarington which includes Canadian Tire Motorsport Park race weekends and the
Boots and Hearts Music Festival account for 27%of Clarington's tourism patrons and 42%of
Clarington's tourism revenue. The improvements made to the Canadian Tire Motorsport Park and a
renewed promotional approach, plus the start of the Boots and Hearts Music Festival in 2012 and its
expansion in 2013, has been the major reason why Clarington has experienced an average annual
growth of 10%over the past three years. While most other sectors attract mainly Clarington residents,
people living within one hour of Clarington, and people visiting area friends and relatives, the Large
Scale Events attract a higher proportion of visitors from the GTA and across the province. However,
less than 20%of race attendees who live further than an hour away, and less than 10%of Boots and
Hearts attendees,venture beyond the park boundaries to visit or buy supplies in neighbouring
communities. It is unfortunate that some events do not include Clarington in their promotion.All
should be encouraged to include the Clarington brand in the future.
Tourism in Clarineton:An Economic Impact Study Page- 12-
Museums/Galleries
With 2%of Clarington's tourism patrons and less than 1%of Clarington's estimated tourism revenue
this sector is currently the smallest of the tourism sectors. In addition, the Museum and Gallery sector
is primarily frequented by Clarington residents. However with the designation of Camp 30 as a
National Historic Site (Heritage Canada)and a renewed interest in the arts in Clarington, this sector has
the potential to become a major player in the Clarington's tourism mosaic.
Recreation
Recreation is the largest tourism sector in Clarington. It accounts for 29%of tourism related patrons in
Clarington. Recreational fishing is a significant part of this sector. The many streams and off shore
waters of Lake Ontario provide some of the best trout and salmon fishing in the province. A significant
number of boaters docking at Clarington's marinas 380 slips (which are at capacity throughout the
summer) come from Quebec. Marina fishing charters are busy throughout the summer providing
services to these visitors. Information collected for this study comes from on a series of interviews
with local sport anglers and their estimates of the number of people fishing, where they come from
and how much money they spend in the community. It is clear that from the interviews conducted,
that though fishing is a significant activity in Clarington, out of town anglers tend to fish and then
leave. Only a small proportion of anglers visit stores and restaurants in Clarington. G
Other significant areas in recreational tourism are golf, skiing and sports tournaments.The latter is
an area which has experienced significant growth as Clarington's sports organizations have matured
and facilities capable of hosting tournaments have been built. Clarington Tourism and the
Clarington Tourism Marketing Board have collaborated to produce the Between Games brochure to
assist visiting teams find things to do while waiting for their next game.This sector remains under-
developed due to the reliance on volunteerism.
Unfortunately one area not included in this study was cycling which has grown tremendously in recent
year, throughout the municipality. Last year Tourism Clarington partnered with the local cycling
associations to produce a map of cycling routes. This map proved to be very popular and has been
reprinted more than once to meet request. Cycling has the potential of becoming a major component
of the recreational tourism mosaic.
Zoos
One of the most famous operations in Clarington is the Bowmanville Zoo. This zoo has been in existence
since 1919 and has been a major tourism player for most of that time. Along with Jungle Cat World the
zoos of Clarington account for 5%of the annual tourism visits in Clarington accounting for an
estimated 2%of Clarington's tourism revenue. This is a sector that has drawing power beyond the
people living one hour away or less and draws extensively among people living in the GTA. This is
however,the only Clarington tourism sector to be experiencing a consistent attendance decline
(considered to be the impact of increased activism in the past year (e.g. elephants transported to
California in 2013).
Tourism in Clarinp_ton:An Economic Impact Study Page- 13-
The Status of Overnight Accommodations in Clarington:
Currently there are 181 over-night accommodation rooms in operation in Clarington. This consists of
52 bed and breakfast rooms and 139 hotel rooms (This includes the Holiday Inn Express, the Port
Darlington Marina and the Liberty Inn). Throughout this study the Howard Johnson Hotel had been
closed for renovations and so their numbers are not included in this study.
All accommodation operations report the summer as their busiest season. During major race weekends
and the Boots& Hearts weekend, the majority are at capacity.Accommodations at the marina are
reported as being at capacity throughout the summer(with the majority of these patrons being
anglers/boaters from Quebec). Hotel accommodations are also at capacity during sport tournaments as
team organizers prefer to keep the teams together during the event.
All accommodations report that overnight stays drop off significantly in the fall and winter. During
these months, hotel and B&B stays are primarily business, visiting friends and relatives and winter
sports tournaments. Data received suggests that the relationship between sports tournament
organizers and local accommodations could be enhanced.
Expanding Clarington's longer distance tourism segment is dependent upon an expansion of the
overnight accommodation supply. Unfortunately the current demand for overnight stays in Clarington
would not sustain an expansion of this industry. However, plans for the refurbishment of the
Darlington Nuclear Power Plant, could increase the demand for overnight accommodations and it is
possible that this demand could remain high for at least the next five years.
The challenge for Clarington in order to attract new hotels and to ensure that these new facilities
will be sustainable beyond the next five to ten years,will be to do the following:
• Implement a tourism strategy that will increase long distance tourist traffic.
• Strengthen all tourism sectors so that they are positioned to help increase the demand for
overnight accommodations.
Employment and Infrastructure
According to statistics collected from the various surveys,tourism in Clarington accounts for over 600
jobs hired directly by tourism operators. This number has increased by an average of 5%over the past
three years. Tourism in Clarington is a job creator.
There was not enough reliable data received that would allow for a strong statement about the amount
of tourism related infrastructure that has taken place in Clarington over the past three years. Based on
the information collected through the First Impression Community Exchange (FICE) program cited
deficiencies included lack of public washrooms; directional signage and lack of established cycling lanes.
Impact on other businesses
A series of interviews were conducted with a wide range of Clarington based businesses in order to
ascertain how businesses that are not directly associated with the tourism industry are affected by
tourism events and attractions. Three categories of businesses were focused upon: Restaurants,
retail and service businesses.
Tourism in Clarington:An Economic Impact Study Page- 14-
Restaurants:
In discussions with a sample of Clarington area restaurants a couple of interesting themes emerged.
Restaurants benefit from increased tourism traffic in two situations.
1. During and following community events and festivals;
2. During sports tournaments (especially restaurants close to arenas, baseball diamonds,
soccer pitches and lacrosse and football fields). Clarington Tourism and Clarington Tourism
Marketing Board created the Between Games Brochure to assist visiting teams;
Some restaurants did report traffic slowdowns during street festivals and larger events. Many
report a desire to find appropriate ways to partner with community events and festivals.
Retail:
Retail establishments have reported an increase in sales in the lead up to significant events and
festivals. Survey of event attendees suggest that stores that provide camping and food supplies, snack
foods, alcohol and gas benefit the most.
Services:
There are a wide range of businesses that do benefit directly from the many Clarington events and
festivals.
These include but are not limited to:
• Rental companies (tents, sound systems, etc.)
• Security companies
• Amusements/ride companies
• Signs and copying and promotional businesses
• Food suppliers, caterers and vendors
• Taxi's
• Sanitation related businesses
In summary, the impact on Clarington's businesses that are indirectly related to the tourism industry is
substantial. However, in conducting interviews and discussing the state of tourism in Clarington among
community leaders it is clear that with simple initiatives, the benefits to indirect tourism businesses
could be enhanced considerably.
Creating Growth in Clarington's Tourism Industry:
In this paper the clear positives of Clarington's Tourism industry are highlighted.
• In 2013 tourism related businesses had visits from 2.2 million people;
• 140 million dollars was spent at tourism related venues and events ($63 per person, per day).
• Over the past three years the tourism industry has grown an average of 10%annually. This
is 4% higher than the tourism average across Canada.
• Clarington's tourism industry accounts for over 600 direct jobs.
• It also accounts for millions of dollars of business indirectly connected to tourism in Clarington
Despite these impressive statistics, there are significant challenges to overcome and enhancements to
Tourism in Clarington:An Economic Impact Study Page- 15-
make in order to reach Clarington's true tourism potential. Consider that despite holding one of
Canada's largest music festivals and despite Clarington being home to Durham Region's largest sports
venue (Canadian Tire Motorsport Park), tourism accounts for 3.3%of Clarington's economy,where the
national average for tourism is 4.3%.
70%of tourism revenue comes from Clarington residents or people living within one hour of the
Municipality (Visiting Friends & Relatives or VFRs). Longer distance tourists tend to come for special
events and festivals(Apple Festival, Orono Fair), race weekends, the Boots & Hearts Music Festival or
recreational/sports activities.
Clarington has many tourism positives to build upon.This is a critical point in the development of the
Municipality's tourism industry.To continue the strong growth and development all stakeholders need
to collaborate, implement and follow through with a strategic plan that will enhance all tourism sectors.
Based on the research conducted in this study, a series of recommendations are provided for
consideration when developing Clarington's tourism strategy.
To build a balanced and sustainable tourism approach, it is necessary to provide people with enough
activities of interest to warrant visiting the area and to offer conveniently located accommodations for
stays of multiple days in the area.
Based on the research conducted in this impact study, here are some ideas that could be considered
when developing Clarington's tourism strategy.
A Comprehensive and Integrated Agricultural-Tourism Strategy:
There is significant potential for growth in the Agriculture and Farmers Market sector. Some ways that
this could be accomplished include:
• Pairing agricultural settings with educational stops along the many cycling trails that are being
created
• Hosting innovative culinary events featuring locally grown produce
• Partnering with artists, musicians and actors to create art galleries on farms or hold
theatrical/musical events
All of these initiatives could feature the theme of the importance of locally grown produce and build an
increased appreciation among attendees on the work that goes into growing these foods.
To ensure this has the greatest impact it would be helpful to create a comprehensive agricultural-
tourism strategy. The idea would be to have participating farms and markets implement a similar
strategy providing tourists with a variety of agricultural tourism options to explore.
Enhancing Natural Areas, Trails and Camping in Clarington:
The growth potential in Natural Areas,Trails and Camping could come from highlighting some of the
natural beauty that can be found in Clarington open spaces and conservation areas. Taking a page from
the City of Hamilton that promotes itself as the City of Waterfalls, Clarington is comprised of beautiful
creeks and streams. A"Streamly Beautiful Clarington" campaign could take visitors to a number of
beautiful points across the Municipality.
A related tourism growth area for the this sector comes through the implementation of plans to link
Tourism in Clarington:An Economic Impact Study Page- 16-
trails across the Municipality. This could start with the linking of the Bowmanville Creek and Soper Creek
to the Marsh Trail. A long term goal could be to link all of Clarington's trails together so that serious
hikers/walkers and cyclists could appreciate Clarington as a destination for multi-day hikes.
The Collectables and Antiques Trail.
To enhance the flea markets/collectables and antique tourism sector and encourage people to visit
additional places to find collectables and antiques,this Trail (complete with directional signage)could be
developed.This will allow visitors to travel their way around the Municipality stopping at various antique
and collectable dealers. A trail guide downloadable from the Tourism Clarington website and mobile app
would provide descriptions of what each stop along the trail has to offer. The antiques and collectable
trail will encourage those who typically go to a single venue to check out others.
Working with the Larger Scale Tourism Operators:
There are many opportunities to increase the partnerships between local business and Clarington's
tourism attractions/events.This collaboration would encourage people who attend these large scale
events to also attend other events and businesses in Clarington.
Promoting the Best Festivals& Fairs in the GTA
Clarington holds some of the best festivals and fairs in Ontario. Initiating a broad promotional campaign
highlighting the Clarington hospitality factor may attract the increased interest of visitors from
surrounding urban areas who might be looking for warmer, friendlier opportunities to sample a different
way of living.
Creation of the Clarington's Arts& Culture Trail:
Clarington has one of the most talented and creative arts communities in Ontario. In recent years
collaborative efforts of the community has begun to build the foundation for art recognition in this
municipality.This work would be enhanced by creating a partnership between A Gift of Art, the Visual
Arts Centre and Clarington's Museums to work together to create an Arts and Culture Trail.The trail
would direct people to galleries, artist and artisan studios and museums and locations of historical
interest.
Creating a Fishing Tourism Strategy:
Recreational fishing has a large presence in Clarington. It may be advantageous to collect specific data
about recreational anglers (where they come from;where they stay while; and where they spend their
money(and on what) in the community. Stakeholders may want to consider collaborating on gathering
this information in order to create that fishing-specific promotional campaign. .
Expanding Accommodations
Tourism in Clarington can only grow so far without expansion of accommodations within the
Municipality. Creating and implementing a strategic plan for tourism will encourage the continued
growth of tourism visitation and the demand for overnight accommodation.