Agri Tourism Strategy

Agritourism Development Strategy
and Marketing Plan

Southwestern Ontario Tourism Corporation
Table of Contents
1.
Executive Summary.......................................................................................... 3
2.
Introduction ..................................................................................................... 4
2.1.
3.
Trends in Agritourism ........................................................................................ 6

Defining the Agritourist ................................................................................... 8
3.1.
On-farm Recreation ........................................................................................... 8
3.2.
The Canadian Agritourist .................................................................................... 9
4.
The Agritourist in the SWOTC Region ............................................................. 11
5.
Review of Agritourism Initiatives ................................................................... 13
5.1.
6.
Agritourism Market Readiness Matrix ................................................................. 25

Stakeholder Consultation ............................................................................... 26
6.1.
Opportunities ................................................................................................. 26
6.2.
Barriers and Obstacles ..................................................................................... 28
6.3.
SWOTC Support .............................................................................................. 30
7.
Product Potential ........................................................................................... 32
7.1.
Viticulture and Fruit ......................................................................................... 32
7.2.
Hops ............................................................................................................. 34
8.
Summary and Recommendations ................................................................... 36
8.1.
Agritourism Product Categories ......................................................................... 37
8.2.
Product Development Potential ......................................................................... 40
9.
Best Practice Review ...................................................................................... 45
9.1.
Overview of Best Practices ............................................................................... 45
9.2.
Case Studies .................................................................................................. 47
9.3.
Great Ideas in Agritourism ............................................................................... 52
10.
Agritourism Programs ................................................................................. 61
10.1.
Local Foods ................................................................................................. 61
10.2.
Wines and Spirits ......................................................................................... 67
10.3.
Farm Experience Program ............................................................................. 76
10.4.
Festivals and Events ..................................................................................... 85
Page | 1 SWOTC Agritourism Development Strategy and Marketing Plan
11.
Marketing Plan ............................................................................................ 89
11.1.
Packages .................................................................................................... 89
11.2.
Partnerships ................................................................................................ 91
11.3.
Promotion ................................................................................................. 104
12.
Agritourism Toolkit ................................................................................... 118
13.
Top Priorities ............................................................................................ 122
13.1.
Market readiness status and database sharing ............................................... 122
13.2.
Internal promotion and local supply chain ..................................................... 123
13.3.
Establishing a baseline................................................................................ 124
14.
Conclusion ................................................................................................ 125
Appendix A: Focus Group ................................................................................... 126

Appendix B: Product Potential Maps ................................................................... 127
1.
Executive Summary
Agriculture is ingrained in the communitys history and plays an important economic
and cultural role. This sector has influenced the development of the regions
communities and is one of the key sectors of activity. Due to low international costs
and the rise of the big farms, agriculturists are finding it hard to remain competitive.
Agritourism has been seen a means to diversify the income of farmers. It leverages
the operational expertise of the operator and adds a new lens through which to look
at income opportunity. Many regions throughout the world and Canada have used
their culinary and farm experiences to develop tourism products.
The purpose of this strategy is to understand the opportunities provided by
agritourism operations to the tourism sector in the SWOTC region. The approach to
agritourism strategy and promotion is actively undertaken at the DMO level. A
regional focus would provide for cross regional promotion and market development
chances. The critical mass of agritourism experiences and products at the regional
level provide ample options for product development and partnership development.
The experiences in the SWOTC region are diverse and so are the product
development potentials. The marketing for the agritourism project will take a four
program approach. The programs group the variety of tourism products into practical
categories for the development of specific tactics, schedules and budgets.
The deliverables of the project include:
Situational Analysis: consisting of an understanding of the agritourism sector
and the agritourist, review of local agritourism initiatives, results of the
stakeholder consultation process and the identification of product
development potential.
Recommendations: based on the review of all data and identification of key
product and experience development potential.
Marketing Plan: divided into four programs and the assignment of target
segments, tactics, schedules and budgets.
Top Priorities: outline the top priorities in order to establish a foundation for
moving forward.
Agritourism Toolkit: in order to provide necessary information to farmers
seeking to become agritourism operators, the project team developed a
website with pertinent information. The website is located at:
http://agritourismtoolkitdev.yontrack.com/Agribusiness/Home.aspx
Inventory List and Map: agritourism asset lists were collected, categorized
and created into a database. The database is available at:
http://agritourismtoolkitdev.yontrack.com/Agribusiness/DirectoryListing/Direc
toryHomePage.aspx
2.
Introduction
Agritourism has attracted the attention of many tourism regions across North
America, including the Southwest Ontario Tourism Corporation (SWOTC). As one of
the 7 identified priority projects for the region, agritourism is at the forefront as it is
seen as an opportunity for farm operators to enter new markets for farm products
and services. In addition, agritourism offers the opportunity for the region to
diversify its tourism product offerings and attract a broader range of tourists to the
communities within the region.
What is Agritourism?
In order to understand the opportunities and promote agritourism, the region first
needs a clear definition of what is meant by agritourism. The Canadian Farm
Business Management Council defines agritourism as, travel which combines rural
settings with products of agricultural operations within a tourism experience that is
paid for by visitors. In this context, agritourism combines rural and natural
environments with agricultural and tourism products and services.
The Ontario Ministry of Agriculture and Rural Affairs (OMAFRA) uses The University of
California's Small Farm Center definition of Agricultural Tourism, which is "the act of
visiting a working farm or any agricultural, horticultural or agribusiness operation for
the purpose of enjoyment, education or personal involvement in the activities of the
farm or operation." While this seems narrower in focus the suggested activities that
can take place on a farm broadly include:
Roadside stands and markets
Food activities: Pick/Cut/Gather/Grow/Process Your Own
Farm activities: haying, threshing, ploughing, fencing, sheep shearing,
lambing, egg hatching
Animal feeding and petting areas
Hay and/or sleigh rides
Horseback riding
Bed and breakfast/farm vacations
Sale of specialty agricultural products: wine, cider, maple syrup, flowers,
herbs
Seasonal festivals: Fall harvest, Halloween, Christmas, Spring, strawberry,
corn
Hiking/scavenger hunts, Easter egg hunts
Barn dances (square dancing)
Birthday and corporate parties
Weddings, family reunions
Photography/painting
School tours and summer day camps
Cross-country skiing/snow shoeing/snowmobiling
Historical interpretation and re-enactments
Mazes, rock climbing
Wildlife viewing (birds, deer, etc.)
Scarecrow-making, pumpkin carving/painting

Theatrical or puppet shows and musical events
Community charity events
Movie shoots
This report will combine the Canadian Farm Management Councils definition of
agritourism and OMAFRAs list of potential activities as a working definition of
agritourism for the SWOTC region.
Within this working definition, agritourism products and services can be categorized
into three broad themes:
Fixed attractions such as historic farms, living farms, museums, food
processing facilities and natural areas.
Events based on an agricultural theme such as conferences, rodeos,
agricultural fairs and food festivals.
Services such as accommodations (B&B), tours, retailing (farm produce and
products) and activities (fishing, hiking etc.).
Why is Agritourism of Interest?
Evidence and research suggests that family farming and small scale farming is under
considerable economic pressure. Increased globalization and volatility in commodity
prices are resulting in a long-term trend of decreasing numbers of farms and
farmers. At the same time, farm sizes are becoming larger and more corporate
raising concerns over the impact on rural communities.
Data from Statistics Canada (2008), confirms this trend reporting the total number of
farms in Canada has declined from 293,000 to 229,373 in the 20 years from 1986
and 2006 and the average farm size has increased from 231ha to 295ha in the same
time period. Directly correlated to the decline in the number of farms is a decline in
Canadas rural populations (Statistics Canada, 2008). The declining number of farms
and farm incomes has in part contributed to the destabilization and decline of rural
economies across Canada.
Agritourism is seen as a way to diversify a farmers income stream, reducing
dependence on volatile commodity prices as well as supplementing core farming
income. Finally, agritourism activities provide opportunities to more fully utilize farm
resources, such as lower grade land, and provide income for family members, which
in turn may contribute to the stabilization and sustainability of rural economies.
While it is challenging to find research related to agritourism there have been some
studies that suggest on-farm marketing or farmer direct marketing (activities
included in the definition of agritourism) achieves positive results for farmers and
rural communities. This is supported by a study completed by the Waterloo Regional
Health authority which reveals that the portion of the final buyers price paid to the
farmer increased from $0.09/dollar to as much as $0.80/dollar to $0.90/dollar in
direct marketing initiatives. The economic impact of agritourism is significant as
every dollar of farm income leads to an additional $2.40 spent in the local
agricultural economy; while each job in the agricultural sector results in an additional
4 jobs in the broader economy. In addition, the New Economics Foundation found
that in Britain, for every 1 spent on a vegetable box, 2.59 was generated for the
local economy compared to 1.41 from a supermarket. Farmers Markets Ontario
also reports that 60-70% of visitors to farmers markets visit other neighbouring
businesses on their trip to and from the market thus directly contributing to the local
economy. Additionally, it is estimated by the Ontario Farm Fresh Marketing
Association that 750 on-farm markets across Ontario receive 8,000,000 visitors
annually.
In addition to the economic benefits of on-farm marketing, agritourism can increase
local residents access to fresh farm products and lead to the preservation of
agricultural land and maintaining natural landscapes in rural areas. However,
agritourism can also be seen to have negative effects as farmers might be concerned
about the liability of public visits to their farms and neighbours and nearby residents
might be concerned with increased traffic to the area.
2.1. Trends in Agritourism

Farmers markets and on-farm marketing in Ontario is on the rise. Farmers Markets
Ontario (FMO) believes, while there were as few as 60 markets in Ontario 30 years
ago, today there are twice as many and at the same time, on-farm marketing sales
are increasing. Ontario Farm Fresh Marketing Association (OFFMA) conducted
surveys with both marketers and consumers to determine trends in on-farm
marketing in Ontario in 2005 and 2009.
The surveys revealed the following:
In 2005, nearly 50% of respondents derived over 50% of their income from
on-farm marketing activities. In 2009 this had increased to 60% of farmers.
In 2005, on-farm marketing generated an estimated $116 million in annual
gross receipts for farmers in Ontario. In 2009 this had increased to $210
million.
In 2009, 64% of respondents to the survey stated that farm market sales had
increased.
In 2009, 43% of respondents indicated there were planning additions or
expansions of their farm market.
In 2005, approximately 25% of respondents estimated their farm market
received over 25,000 visitors per year. However, in 2009, this increased to
35% of respondents. Also in 2009, 72% of respondents felt the number of
shoppers had increased in the past 2 years.
Of the on-farm markets surveyed, 72% defined themselves as on-farm markets.

However, as respondents were able to select multiple categories respondents also
considered them to be:
Pick your own (52%)
Agritainment revenue from entertainment services and events such as
mazes, wagon rides, seasonal festivals and plays (36%)
Hosting group tours (32%)
Jams, jellies and preserves farm (31%)
The survey also found that on-farm markets are attracting an ethnically diverse
customer base and that 76% of customers travel less than 30 minutes from their
home to the on-farm market. These customers typically spent $16-$50 per visit and
were most likely to purchase fruits, vegetables and baked goods or paid for
agritainment activity.
3.
Defining the Agritourist
3.1. On-farm Recreation

The United States Department of Agriculture (USDA) conducted a study of farmbased recreational activities in 2007. While this study doesnt address agritourism in
its broadest sense, it does provide a profile of visitors to farms participating in
recreational activities. The report draws from the National Survey on Recreation and
the Environment (NSRE), the only national database of on-farm recreational users in
the U.S. The study found that agricultural recreation visitors are:
Mostly urban (66%), however far less urban than the national average
(82.6%).
Residing close to the farm visited (average 40 miles).
Highly educated, with 33% holding at least a bachelors degree compared to
the national average of 20%.
In their early 40s, have a small family (median family size is 3) and earn
income similar to the national average.
Traveling as individuals rather than as part of a group (81%).
The study also revealed nearly all of these visitors (90%) enjoyed the rural scenery
surrounding the farm. The most common on-farm recreational activities included:
Petting farm animals (67% of visitors)
Hay rides and/or corn mazes (24% of visitors)
Horseback riding (15% of visitors)
Drawing from the Agricultural Resource Management Survey, the USDA Farm-Based
Recreation report also builds a profile for the typical agritourism operator. Farms
receiving recreational income are more likely to be located in a completely rural non
metropolitan county dependent on other forms of recreation as the tourism base.
Farms receiving income from recreational activities are in counties with an
abundance of natural amenities. Operators are slightly older and better educated
than other operators with 44% holding a college degree compared to 24% of all farm
operators.
This American context is relevant to the SWOTC regions understanding of
agritourism because of the geographic proximity of the U.S border and the
opportunity to engage this market in tourism and recreational activity. In addition,
the profile of the agritourist in the U.S can be compared against the profile of the
agritourist in Canada and Ontario.
3.2. The Canadian Agritourist

In the Canadian travel market study conducted in 2007, a profile of the Canadian
agritourist revealed similar results to the USDA profile of agricultural recreation
visitors. This study investigated visitors that engaged in fruit picking, dining on a
farm and participating in harvesting or other farm operations. While the study was
conducted nationally, the survey indicates the percentage of pleasure travelers
participating in agritourism activities while on a trip in Ontario (15.1%) is similar to
the national average (15.7%).
The study found that agritourists are:
Predominantly domestic travelers.
Married (67.3%), women (54.6%), aged 35 44 (22.4%) with no children
under 18 (68.9%).
Possess a university degree (34.6%) and slightly above average national
income (although their incomes are the lowest of all visitor segments
studied).
While participating in agritourism activities tourists are most likely also going to
participate in:
Shopping and dining
Historical sites, museums and art galleries
Fairs and festivals
However, they are also much more likely than other pleasure travelers to participate
in wine, beer and food tasting, aboriginal cultural experiences and participatory
historical activities. Outdoor activities they are likely to participate in include:
Wildlife viewing
Ocean/lake activities (swimming, boating or sunbathing)
Hiking, climbing or paddling
While traveling they are most likely to stay at a public or private campground or a
lakeside/riverside resort. Almost half (49.5%) begin their trip with a specific
destination in mind with less than half using the internet to book (38.3%) or plan a
trip (23.2%). However, 68.6% will consult the internet and 62.9% will take the
advice of others in planning a trip.
The study also looks at the media consumption habits of the agritourist and finds
that they:
Read weekend edition of newspapers (89.1%) more often than local
newspapers (68%)
Watch home and garden shows (39%), travel shows (37%) and cooking
shows (36.5%)
Visit travel websites (57.2%)
This data is relevant to tourism operators in the SWOTC region as it reveals the
demographic of the agritourist, the activities in which they are interested in and how
they find out about agritourism products. This is also critical to understanding how to
package and market agritourism products most effectively to the target audience
most likely to engage in agritourism activity.
In conjunction with this data, the 2009 On-Farm Marketing in Ontario Report
conducted by OFFMA, highlights that operators word of mouth is the most effective
form of marketing while the newsletter and networking opportunities offered by
OFFMA are services of most benefit to member operators. Challenges faced by onfarm markets include:
Liability of having members of the public on the farm site
Increasing costs of production (inputs and fuel as well as packaging)
Business taxes
Food safety regulations (processing and selling)
Labelling regulations
Product marketing
4.
The Agritourist in the SWOTC Region

The SWOTC Market Development Strategy compiled tourism statistics from Statistics
Canada to create a Visitor Profile for the region, which revealed that the average
visitor to the region is characterized as:
A domestic visitor traveling less than 140km
Earn lower incomes than the typical visitor to Ontario
Married male in his early 40s
In addition, visitors to the region enjoy a variety of activities, which include:
Shopping
Visiting restaurants or bars
Visiting a beach
Visiting a national, provincial or nature park
Camping
Hiking or backpacking
Attending a sporting event
Wildlife viewing or bird watching
Visitors to the region are most likely to stay with friends or family or paid roofed
accommodation, however, visitors to the region are more likely to stay at
campgrounds than visitors to other regions of Ontario. This may be due in part to the
lack of roofed accommodation available in the region.
Comparing the typical visitor and visitor activities in the region to the typical
agritourist allows some conclusions to be draw supporting the case for agritourism
development in the SWOTC region.
Visitors to the region are local travelers visiting locations close to home
similar to agritourists.
Visitors to the region are more likely to stay in campgrounds similar to
agritourists.
Visitors to the region also participate in activities similar to those popular with
agritourists such as shopping, visiting a restaurant, visiting a beach, visiting a
natural park (or enjoying rural scenery), hiking and wildlife viewing.
Summary
The number of activities that are included in agritourism is extensive. The region
should be open to a variety of opportunities in this area and seek to combine tourism
activities ensuring a diverse mix of product for the visitor seeking the agritourism
experience. Agritourism is a growth market with increasing numbers of farmers
markets, on-farm markets and visitors to the same. The region is, in many ways,
ideally suited to agritourism. It is a largely rural region with ample natural
landscapes attractive to agritourists but still in proximity to urban centres to provide
the visitors necessary to make agritourism operations viable.
The target market for agritourism is, primarily, the local population. Those located
less than 140km from their destination. This would include London and Windsor but
also Hamilton and St. Catharines. Given the high number of visitors to the region
from Michigan and Ohio these should also be considered target markets for
agritourism in the region. Agritourists are in their early 40s, average income, welleducated and are married with small families.
The region should be looking to combine agritourism with other regional attractions
that are also popular to the agritourist including shopping, going to a restaurant,
visiting a beach, wildlife viewing or hiking. Agritourists are more likely to camp than
other tourists. Combined with the fact that visitors to the region are more likely to
camp than visitors to other regions in Ontario, the region should prepare adequate
public and private camping facilities.
5.
Review of Agritourism Initiatives

The SWOTC region has a variety of agritourism assets that are unique to the DMO in
which they are located. While each DMO is home to unique and authentic
experiences, the region as a whole has a number of synergies in agritourism
products. However, the market readiness of these products varies widely across the
SWOTC region. This section is based on a review of documents, reports, websites
and policy related to agritourism with the intention of highlighting the key
agritourism initiatives in place. This is summarized through a matrix which highlights
the key characteristics of agritourism readiness in each DMO. The initiatives launched
in the communities across the SWOTC region are based on a broad list of existing
assets.
Agritourism Assets across the SWOTC region broadly include:
Wineries, Wine Festivals and Wine Tours
Breweries
Restaurants serving local food
Farm-gate stores and related retail
Buy local maps and guides (e.g.: Buy Local, Buy Fresh Chatham-Kent)
Culinary Trails/Tours and guides (e.g.: Savour Elgin)
Seasonal Festivals and Agricultural Fairs (e.g.: Leamington Tomato Festival)
Specialty retail selling locally made jams/jellies, cider, maple syrup, etc
Local food markets/farmers markets
Road-side stands
Pick your own orchards
Farm vacations
Farm tours and farm hikes
On-farm recreational activities (e.g.: petting zoos, etc)
Municipality of Chatham-Kent
Vision for Agritourism
Chatham-Kents vision is to be a recognized leader amongst agritourism destinations
in Ontario. The reinvention and innovation of agriculture will allow the capacity for
the community to renew itself from a traditional economy to a diverse economy.
Overview of Agritourism Initiatives
Chatham-Kent has undertaken a number of plans and strategies to develop and
promote the agritourism sector in the municipality. First of which is the Official Plan
of Chatham-Kent, which lists agriculture as one of the Countys four strategic
directions. The Official Plan is set to ensure that agriculture continues to be a key
economic sector of the Chatham-Kent economy. The strategic direction is
implemented through initiatives that are intended to result in increases in agricultural
businesses, the maintenance of the agricultural land base for agriculture and an
increase in the diversity of agricultural products. The Official Plan also reflects that
opportunities related to agritourism for tourism development should be addressed.
The agricultural area designation in the Official Plan allows for the primary use of
farm-related commercial uses and accessory uses. Permitted uses in the designation
include agritourism activities such as small-scale operations and directly related
operations to the farm. Also permitted are sustainable forestry uses, conservation,
retail stands for the sale of agricultural products produced on the same farm unit,
and bed and breakfast establishments. Home-based businesses may include sale
outlets for agricultural products produced on the farm, small home limited
occupations conducted from the main residence, bed and breakfast establishments
and farm vacation enterprises. Home-based businesses and home industries shall be
permitted by the Municipality provided that they do not generate a disruptive volume
of traffic and do not impact negatively upon a provincial highway corridor.
The Cultural Plan for Chatham-Kent recognizes that agritourism is one of four
strategic tourism opportunities for the municipality. The Plan also acknowledges the
municipalitys agritourism assets (wineries and local food markets) as significant
contributions to the overall mix of cultural tourism experiences. The Plan states that
agritourism is an unrealized opportunity and will require further investment in
product development to meet the expectation of agritourists.
In addition, Chatham-Kents Economic Development Strategy outlines the need for
an agritourism strategy to stimulate economic growth. The Strategy considered
product development of the natural assets and cultural assets in agritourism as a
high priority for the municipality. The Strategy also suggests the development of an
Agricultural Centre of Excellence to develop new market opportunities for locally
grown products.
The Shoreline Areas Sustainability Action Plan sets out an objective to increase
agritourism operations alongside shoreline areas in the municipality. The Action Plan
recommends that towns in the municipality should encourage the development and
improvement of agricultural lands for specialty uses such as agritourism operations.
The Action Plan also recommends the use of the Promote and Develop Innovation in
Agriculture programs that require partnerships with educational institutions to further
research and innovation, agricultural practices, agritourism and sustainable farming
operations in the municipality.
In addition to the plans and strategies that Chatham-Kent has in place, their tourism
website allows for visitors to the municipality the ability to browse agritourism
related opportunities, with a focus on its region award winning wineries. Smith &
Wilson Estate Wines is considered the start of the Southwestern Ontario Wine Route
that features 11 wineries in the municipality and in neighbouring Windsor-Essex.
Chatham-Kent also offers several other agritourism opportunities as diverse as award
winning maple syrup farms to blueberry farms.
Additionally, the Buy Local! Buy Fresh! Chatham-Kent website provides visitors an
extensive directory of members associated with the buy local buy fresh initiative. The
website also provides a map of the location of local farms in the municipality with
descriptions of activities and links to the farms website. The municipalitys Buy
Local! Buy Fresh! initiative is a strong feature for the success of agritourism
businesses in the municipality. The communitys agricultural roots also provide a
strong interest in renewing the agricultural sector and improving its status. The
municipalitys strategic directions outlined in their strategies and plans show the
commitment at the municipality level to improve on agritourism opportunities in the
municipality.
County of Elgin
In the County of Elgin, agritourism is considered an element of rural tourism
inclusive of small-scale farm enterprises and community events that are linked to
local families and the agricultural traditions of the region. Elgins vision is to improve
the level of integration between agritourism operations and experiences with the
more traditional forms of tourism e.g. camping, beaches, festivals, culture and
heritage in order to link local food when promoting Elgin County as a place to visit.
Elgins long agricultural history has shown great adaptability to shifting markets,
consumer preferences and technological change. A wide range of innovative services
and products associated with agritourism have emerged in Elgin County including
culinary routes such as Savour Elgin. The Savour Elgin program has three culinary
tourism specific goals, which include:
1. Strengthening the local food supply chain in Elgin, including suppliers,
providers and users;
2. Building awareness of culinary tourism in Elgin County; and
3. Evoking a sense of pride within the community.
Businesses that wish to be part of Savour Elgin must apply for membership and meet
requirements on local products, operational months, web presence, and liability
insurance, among others. Visitors planning a trip to Elgin can access several choices
of agritourism related activities through the Savour Elgin website. The website
provides locations, maps and summaries of the experience people may encounter at
these agritourism operations, as well as accommodation encouraging overnight
visits. The Buy Local Buy Fresh local food map is also available under the umbrella of
Savour Elgin on the website. The Buy Local Buy Fresh map and the Culinary Trail
map enable visitors and residents alike to benefit from the variety of agritourism
assets in the region including: wineries, farm-gates, restaurants and farmers
markets. Examples of agritourism related businesses featured on Savour Elgin
include Quai du Vin Estate Winery, Rushcreek Wines, Clovermead Bees and Honey,
Heritage Line Herbs, Lavender Blue Lavender Farm, and the Mad Hatters Tea Room,
among many others.
The County is in the process of drafting its first Official Plan. Set for release in 2012
the Official Plan is expected to speak to the topic of agritourism and the direction in
which the county wishes to follow. Several lower-tier municipalities in the county
have Official Plans that speak to the permitted use of small-scale agribusiness
operations as-of-right on farm properties. Certain Official Plans such as the Township
of Bayham require that agritourism operations be secondary uses on the land with
the primary use being farming of the land.
The Elgin Business Resource Centre (a Community Futures Development
Corporation) in collaboration with the University of Guelph conducted a survey in
2010 to explore the current state of the local food network within the county. The
survey concluded that farms are producing large quantities of grain but that these
products do not factor heavily in the local food network. The primary motives for
farms, orchards and greenhouses to sell locally were the costs that would be reduced
on transportation, a better dollar value for their products, the ability to showcase
their high quality products that allow for traceability, and to ensure community
access to these quality products.
The Elgin Business Resource Centre recommended that by building upon the
emerging local food market, a comprehensive and cooperative network and strategy
can grow in the county. Inclusion of stakeholders from a variety of sectors including
economic development, agriculture, retail, health, education and environment will
give a local food movement the kind of diversity it needs to overcome challenges.
Strong communication and cooperation among stakeholders is an important
foundation for the future of local food in Elgin County.
Elgin Countys Savour Elgin local food initiative can be considered their strongest
agritourism asset. The program connects producers, distributors and consumers and
promotes food awareness not only in Elgin, but throughout Ontario. The completion
of the County Official Plan can potentially protect the ongoing agritourism efforts
through ensuring that lower-tier municipalities are able to designate alternative
agricultural uses. Finally, the Elgin Business Resource Centre also provides the
county with a strong business community engagement that wants to continue to
push for agritourism in the county through their recommendations of local strategies.
Haldlimand County
Haldimand County defines agritourism as an activity that takes place where visitors
can enjoy beautiful vistas or buy farm fresh produce at one of the many farm and
roadside markets in Haldimand County. The vision for agritourism in Haldimand
County is to create a climate for new tourism related investment.
Currently Haldimand County has set up initiatives such as a Tourism Opportunities
Assessment which described the Countys main industries as agriculture and tourism
with most of the land being agricultural in nature. The assessment also found that
improvement was needed in the amount of overnight accommodations available. It
was recommended that the County focus attention on developing the unique
agritourism and culinary tourism experiences that are available in the area and
develop a series of new or enhanced agritourism experiences. The county recognized
that in order to attract more overnight stays they need to develop their tourism
capacity. The county currently holds 150 events in which they recognized the need to
better coordinate and market the experiences these events offer; some of which are
an agritourism in nature.
Supporting agritourism activity across Haldimand is the County Official Plan which
focuses on protecting and managing the natural environment, directing growth
patterns and facilitating the vision of the County, as expressed through its residents.
One of the Plans strategic directions is to establish opportunities for residents and
visitors for leisure and exploring the countys heritage and history. The county has a
Trails Master Plan which is expected to guide the development of over 30km of
registered Trans Canada Trails.
In addition, Haldimand County has developed the Harvests of Haldimand Local Food
Guide which encourages residents and visitors to shop locally and experience the
restaurants, farm markets and agritainment available in the County. The Harvest of
Haldimand website that goes along with the local food guide lists the places in which
a visitor can take advantage of, including accommodation. The website has a live
twitter feed and links to both Twitter and Facebook, encouraging the promotion of
this initiative at a wider scale. The Harvest of Haldimand initiative is considered a
positive first step to building awareness of the local food movement in the County
and working to bring visitors into the region for agritourism purposes. Other
initiatives include a birding map, a motorcycle map and partnerships with other
Tourism organizations (South Coast). The county is preparing for future initiatives
such as enhancing the tourism website and working with local operators to create
packages for tourists.
Sarnia - Lambton County

Agritourism is defined as any recreation and leisure that occurs at fair festivals and
events, local museums, parks, local food markets, historical sites, and farm visits.
The vision for agritourism is to foster a spirit of partnerships within Sarnia-Lambton
to enhance tourism through programs, ideas, and initiatives that will grow the
tourism industry.
The documents and websites that were reviewed to understand the initiatives and
programming around agritourism demonstrate that the agritourism sector in SarniaLambton has great potential. The Official Plan for Sarnia includes support for tourism
and agriculture within it. This is important, as the Premier Ranked Tourism
Evaluation, also known as the Blue Water Tourism Evaluation Project for SarniaLambton found that in 2004 there were nearly 1 million tourists making overnight
trips to the region.
The primary visitor activity in Sarnia-Lambton is to visit friends and relatives and
participate in outdoor recreation. Water-based activities, soft adventure products,
cultural/heritage experiences and attractions and sporting events/tournaments were
the most popular activities visitors participated in. A number of smaller activities
augment the visitor's stay such as farm visits, small events and festivals and artisan
shops. The Pinery Provincial Park also draws in a large number of tourists as it is
home to one of the largest sand dune ecosystems in Canada. A majority of visitors in
2004 were reported to be coming from the United States (primarily from Michigan).
Sarnia-Lambton has over 2,400 farms and over half a million acres of cultivated land
which has given rise to several popular farmers markets, festivals and agricultural
committees. Several research and education facilities and research stations are
located within the region, such as the Bio-industrial Innovation Centre, which
concentrates on alternative energy technology and industrial bio-products.
The greatest opportunities are centred on soft outdoor activities/offerings which may
align well with agritourism priorities. A consistent theme for the region is needed and
this should be done in repositioning the region to appeal to new or more specific
market segments (such as agritourists) as well as creating circle tours which are
based on a theme. Adding new themes to each season to extend tourism offerings is
suggested as a way to invest in product development. Opportunity exists to develop
new and unique packages that will offer value and new experiences to visitors. The
region's accommodation providers should include farm visit offerings in their
marketing materials. The recently completed Recreation & Leisure Master Plan for
Sarnia-Lambton suggests that infrastructure for nature-based outdoor tourism is
needed such as spaces for providing summer activities like an amphitheatre, stages,
band shells, arts venues and dance areas. Trail-related activities such as walking,
cycling and hiking were cited as being most favoured within the region according to a
household survey of Sarnia-Lambton residents.
London and Middlesex County

Agritourism in London Middlesex is defined as travel which combines agricultural or
rural settings with products of agricultural operations; all within a tourism experience
(i.e. fruit and vegetable stands, wineries, orchards and farm based bed and breakfast
accommodations and harvest festivals). Agriculture is a dominant economic sector in
Middlesex County with the potential to become a niche tourism market with an
effective marketing strategy.
The Official Plan for Middlesex affirms that agriculture is the predominant activity in
the County and is prioritized over urbanization. The Plan requires a review for the
creation of an agritourism business in the county. Township Plans such as Thames
Centre identify agritourism as an undervalued economic sector and represents
emerging opportunities to diversify the township. Thames Centre also promotes
tourism uses in agricultural areas. Middlesex Centres Plan encourages the
development of non-obtrusive tourism growth within agricultural areas, specifically
tourism opportunities related to the agricultural industry.
The Middlesex Economic Development Strategy identified opportunities in agriinitiatives such as market co-ops, trade missions, farm gate markets and community
supported agriculture. These initiatives would support the countywide sustainable
tourism development strategy that aims to protect and promote the countys
historical, agricultural, and natural assets, and builds on the needs of the identified
markets. The Strategy set the framework to support and encourage the development
of new and existing tourism products including agritourism along with tourist/visitor
serving facilities.
The Middlesex County Tourism report in 2009 conducted focus groups to illustrate
the level of development of tourism in the county. The results found that agritourism
was season dependent and limited. The need to develop agritourism opportunities for
year-round tourists and to create new opportunities to produce whole day attractions
was among the biggest concerns. Agribusinesses listed that, outside of picking fruit
for a few hours, there was not enough to keep tourists in town for the whole day.
Some recommendations were to create day-trip options that connected businesses to
one another; similar to the Get Fresh Eat Local map that is already in place.
The Middlesex and London Tourism Websites offer profiles on the Townships and
Communities that reside in the county. It also offers a section on agritourism in the
area along with a directory of farms and agritourism businesses in the county. The
popularity of the Buy Local map and the recent increase in the number of farmers
markets and farm gate initiatives in London-Middlesex demonstrate potential for the
growth of agritourism in this region through increased collaboration and connections
between local farmers and tourism operators.
Norfolk County
Agritourism in Norfolk County includes public visits on farms or wineries to take part
in a variety of experiences and/or purchase products. Culinary tourism is considered
to be a by-product of agritourism experiences and is defined as the pursuit of unique
and memorable eating and drinking experiences that have an authentic link to local
agriculture. The vision for agritourism in Norfolk County is to establish a positioning
statement that speaks to Norfolk Countys authenticity as a vast producer of local
food products and to create a theme that resonates in ones mind along the lines of
we grow your food or where your food comes from.
Norfolk County prepared a Norfolk Agritourism Gap Analysis report in 2010, which
offers insight into the benefits of agritourism, best practices in agritourism, the
current layout of agritourism in the county, and opportunities and recommendations
to develop agritourism. The report states that agritourism provides opportunities to
educate both visitors and local residents about the importance of agriculture and its
contribution to the local economy and quality of life. It indicates that the profiles of
agritourists are most likely to be in the age range of 35-44 with dependent children
and are predominantly domestic travellers.
The report identified that many other regions have developed a variety of innovative
products and launched initiatives to encourage agritourism growth. These initiatives
have involved a combination of industry collaboration to encourage farm
sustainability and diversification as well as regional marketing programs. The
common thread is the significance of collaborative efforts and linking agriculture and
tourism from the grassroots. The grassroots approach embraces the concept of
building a loyal and strong local food initiative that draws in the community and
creates enthusiasm and support around the agricultural industry. The emergence of
market-ready experiences is a result of great investment in time and resources. The
report found that where a critical mass of agritourism experiences were developed,
entrepreneurs have seen an opportunity to initiate business ventures that expand the
offering with package development and guided adventures.
The Gap Analysis recorded that the county has an abundance of agritourism assets.
The county has 53 agricultural retail businesses, 10 restaurants featuring local
products, and 44 agritourism related events which include fairs and special food and
drink events. The County has established an advisory board for agricultural activities
along with an Agriculture Marketing Partner Program that provides farmers and food
suppliers in Norfolk the opportunity to place their farm on Local Food guides and
books.
While Norfolk County has strong assets which include a variety of farm gate markets,
year round retail establishments offering local products and agriculture themed
events such as the Norfolk County Fair and Horse show, which is the 5th largest fair
in Ontario; the county still acknowledges that there is room for improvement in
agritourism. The County is challenged by a lack of accommodation on farms, seasonlong activities, must-visit experiences, organized tours, education and training for
the agritourism industry including market readiness and value-adding type
workshops that support and encourage farmers and growers to see and reach a new
level of agritourism products and experience offerings.
Overall, the Gap Analysis listed opportunities and recommendations in marketing the
countys authenticity as a vast producer of local food products and activities. The
report recommended creating a signature theme for the county which would
communicate the important position of agritourism to the region.
Oxford County
Oxfords agricultural community will continue to be a key component of the Countys
economy through ongoing agricultural initiatives such as agritourism. To promote
discussion and ideas regarding new ways in which the tourism industry in Oxford can
be encouraged to thrive and be a vital economic force.
The Official Plan of Oxford County allows for the use of agritourism activities on
agricultural land. In order to manage development in the rural areas of the County in
a manner which is supportive of a strong agriculture industry, it is the strategic aim
of County Council and the Area Councils to support and promote the establishment of
secondary on-farm uses as a means of allowing the farmer to create a small business
to supplement family income.
The Tourism Oxford Business Plan values the Oxfordfresh website and Oxfordfresh
literature as core business services for tourism Oxford. The Plan seeks partnership
with OMAFRA for farm marketing initiatives and investment. Tourism Oxford puts on
an annual Oxfordlicious festival as a local culinary tourism project that showcases the
countys local food producers, local agri-businesses and generally promotes
agritourism in Oxford. The Oxford County Economic Strategy acknowledges the
agricultural industry as the majority of the economic base for the rural townships in
Oxford. The strategy understands that Oxfords agricultural base will continue to
grow and evolve and be a key component to the countys economy. The strategy
recommends that townships will be required to diversify their economic base through
new industrial and commercial development, which includes tourism-related
initiatives.
The Tourism Oxford Business Retention and Expansion Report surveyed tourismrelated organizations to probe for needs and opportunities of the local tourism
industry. The report concluded that the website and cooperative marketing of specific
tourism sectors i.e. agritourism provided cost-effective opportunities for the local
tourism industry. Under the leadership of OMAFRA the report also recommended a
BR+E program with the short term objective of providing extended community
support for local tourism businesses and long term objectives of developing tourism
strategies to formulate priorities in the industry. The program also looks to promote
discussion and ideas regarding new ways in which the tourism industry in Oxford can
be encouraged to thrive and be a vital economic force and to increase awareness on
the part of citizens regarding the many tourism events available in their own
backyard. Lower tier municipalities such as Tillsonburg have identified challenges in
their marketing effort as a tourist destination. The lack of clear, differentiating and
marketable identity limits the prospects of securing a major hotel/convention centre
and the ability to market the town effectively. Ingersoll found that their challenge
was to create an identity for their agricultural heritage due to the lack of engagement
from the farming community.
Windsor-Essex County
Agritourism is defined in the Windsor-Essex region under recreation and leisure
which includes: Wine/Culinary Tourism, Agritourism, festival and events tourism, and
outdoor tourism. The vision for agritourism in the region is to promote major
agritourism related initiatives in the County, which include: wineries, the wine-route,
agritourism and the agri-route and buy-local initiatives.
The Official Plan of Essex County encourages locating agritourism activities within
settlement areas but does permit them in agricultural areas that are directly related
to the farm operation. The Plan allows for the use of road side stands as a secondary
use on agricultural lands but requires that the product sold be grown on the same
land.
The Tourism Windsor-Essex-Pelee Island Business Plan lists agritourism as a part of
their recreation and leisure marketing development. Recreation and leisure are
deemed to have the greatest impact on tourists and thus are poised to receive
priority in marketing and packaging development. The Plan identified wineries as the
countys greatest tourist asset.
The Southwestern Ontario Vintners Association (SWOVA) is a collection of eleven
wineries in the county of Essex. SWOVA claims that the county is a winemakers
paradise blessed with exceptional soil conditions and a regional climate which offers
longer sun hours and greater heat unit is than any other in Canada. SWOVA works to
promote the region as well through a local attractions directory on their webpage,
linking the visitor to other tourism infrastructure such as restaurants,
accommodation and other things to do and see.
Essex County is the largest and most intensive greenhouse growing area in Canada.
As of 2006, there were 5,494,164 square metres of greenhouse area under glass or
plastic in Essex County - 47% of Ontario's total acreage. Essex County has 1,740
total farms - approximately 3% of Ontario's 2006 total. Over 1000 of these farms are
primarily oilseed and grain crops. The climate of Essex County allows for diverse fruit
production. Apples (1584 acres), grapes (1130 acres), peaches (343 acres) and
strawberries (80 acres) are the major fruit crops grown in 2006. The major vegetable
crop grown in Essex County is field tomatoes with 5733 acres in production in 2006.
In addition, the Essex County Federation of Agriculture lobbys to improve the
economic and social well-being of farmers in the county and provides members with
information and awareness on agricultural issues and the food system. The ECFA
hosts a Farm Hiker adventure every year, where visitors are welcome to navigate
their way to various featured agri-businesses and agritourists and shop locally and
gain an education around the re-localization of food. In addition, with funding from
Province of Ontario, the ECFA was able to develop a Buy Local map for Essex County,
listing approximately 50 farms and farm-gate stores. While local food is also
promoted through the We Look for Local web portal. The web portal acts as an online
directory, with the aim of garnering awareness around the types of agritourism
assets each municipality in Essex County has.
Opportunity towards the development of agritourism exists in the county but is not
evident in several county plans. In the Leamington Economic Development Strategy
focus groups gave responses for concerns regarding the development of agritourism
and agribusiness ventures. The barriers they presented was the lack of brand, lack of
regional focus, signage, not focusing on diversity, lack of appropriate tours, not
taking advantage of the extended off season growth and taking tourism for granted.
5.1. Agritourism Market Readiness Matrix
Haldimand
Lambton County
Middlesex
Norfolk County
Oxford County
Agritourism designation in Official Plans
Essex County
X = Present in the County
Elgin County
SWOTC Region by County
Chatham-Kent
This matrix summarizes the above discussion and demonstrates the relative strength
the SWOTC region has once tourism assets are discovered, enjoyed and maintained.
This matrix also provides a high level evaluation of the state of agritourism in the
region.
**
**
Agritourism specific strategy

Agritourism Initiatives (outside of local food
initiatives)
Inventory of Assets
Agritourism/Agricultural Boards/Committees
Agritourism directions in Economic
Development Strategies
X*
X
X
X
X
Local Food Map
Local Food Website
Tourism Strategy/Business Plan/Leisure Plan
* Agritourism Gap Analysis

** OP currently being reviewed
6.
Stakeholder Consultation
In order to gain a regional perspective on the issues, opportunities and challenges of
agritourism in the region, the project team conducted a series of telephone
interviews, focus groups and face to face meetings across the region. In total, over
150 members of the community shared their experiences, suggestions and
recommendations for building the agritourism industry across the region. For a list of
participants and transcribe of the stakeholder sessions please see Appendix A: Focus
Group Participants.
Stakeholders had a very strong interest in the agritourism priorities of SWOTC and
the project team made every attempt to gather as much stakeholder discussion as
possible. A number of themes have emerged from the discussions which have been
captured in the following summary.
6.1. Opportunities
Stakeholders expressed the following as the main opportunities possible for
agritourism development in the region.
1.
Coordination and Collaboration
Stakeholders saw 'coordination and collaboration' as being the number one priority
for SWOTC. Reference was made to the collaboration of events in order to avoid
duplication. A large number of festivals and events take place throughout the region
and it was suggested that organizers work together to ensure they are not
duplicating events as well as communicating the possibility of combining particular
events or festivals. Furthermore, the operator network could provide assistance with
marketing, sales, building partnerships, offering outreach, building techniques and
sharing of best practices.
2.
Networking and Communications
The exchange of information was also a major priority amongst stakeholders. By
creating an operator network it was felt that this could support increased
communications within the region. Additionally, identifying the inventory of assets
within the region and building on what already exists was suggested as a way to
build coordination and collaboration.
3.
Map Regional Assets
A map of regional assets was recommended in order to clearly define the inventory.
4.
Marketing programs
The way in which the new SWOTC conducts marketing was discussed by the majority
of stakeholders. It was felt that promotion and awareness of the region will very
important - especially in attracting international recognition.
Regional tourism signage was widely discussed, as currently signage is developed on

a County basis in most cases. Stakeholders felt that signage should be consistent
and a standard should be developed for the appearance of the signs.
Building the overall experience of visiting SWOTC was discussed and it was felt that
building packages and complimentary experiences was needed when marketing to
potential visitors. It is not enough to offer one of two tourism products, the visitor
desires diversity in the true agritourism experience.
5.
Education
Education was suggested to be a strong opportunity for the newly created RTO. In
this, stakeholders suggested that in order to build the agritourism industry, training
and education of tourism opportunities was needed for farm operators.
Additionally it was suggested that technology should be utilized to its maximum
potential, such as in the creation of a regional tourism website which would provide
increased opportunity for information accessibility. Stakeholders suggested that
inclusive listings (guides, web directories, etc) should be utilized to allow potential
visitors as well as operators to find accurate information easily.
Public awareness educational programs were suggested to be an important priority
for the SWOTC region. Reaching out to students, offering farm exchange programs
for kids and providing nutritional programs for self-sufficiency and appreciation for
healthier lifestyles are just a few of the methods suggested in allowing agritourism to
have an educational role.
6.
Target Markets
Stakeholders suggested that in order to determine who the target markets were for
the SWOTC region, a series of actions needed to be completed. These included
developing a regional marketing strategy that links all of the various organizations
and partners. This strategy should focus on activities for the four distinct seasons
that this region experiences and should build on the experiences that meet the needs
of all age demographics.
In order to effectively gauge the level of tourism success as well as
increase/decrease of tourists it was suggested that a set of standard performance
metrics be established. This would allow the region to benchmark their progress and
quantify the markets and initiatives that have been successful as well as those in
need of improvement.
7.
Tourism Infrastructure
In terms of infrastructure for the region there were a variety of responses received.
The most common response with regards to infrastructure was way-finding and
regional signage. As discussed above in 'Marketing', stakeholders suggested that
signage was one method in which infrastructure needed to be improved in order to
create a more tourist friendly destination.
Encouraging visitors to stay overnight in the region, and longer is always a goal of
any tourism region. With that being said, stakeholders suggested that infrastructure
related to accommodations and food and beverage establishments needed
improvements. In some areas of the SWOTC region, these facilities were either
lacking, or required renovations or expansions. Moreover, some were simply just not
open at certain points of the year and this contributed to an overall fragmented
tourism destination.
While improving highway linkages (such as a highway similar to the 403 connecting
Niagara to St. Thomas) was suggested as an infrastructure improvement, creating
linkages within the region was also high on the priority list. Stakeholders cited
examples such as building a wine trail and creating more non-vehicular
transportation options such as a bike/walking path.
8.
Integrated Communications Network
Building partnerships was the number one suggestion for creating an integrated
communications network. While much of this theme has been discussed in
'Coordination and Collaboration', stakeholders felt that building the regional
partnerships was very important and would open the doors needed in building
regional collaboration.
9.
Product Development
Developing the product offerings within the SWOTC region was suggested to be a
priority. A number of suggested were discussed, such as:
Farm gate opportunities, farmers markets (experiences),
Culinary Tourism (Agri-food): All restaurants should be utilizing and
promoting local food products, Food and wine terminals
Recognition by the Province that we are the Premier food and wine
destination.
Culinary packaging would work best-connect the farms to the local
restaurants
Create a year-round destination
Regional standard developed for product development
Increased number of facilities, farmers markets, more on farm processing.
Wine tourism
6.2. Barriers and Obstacles

Stakeholders were asked what the top barriers and obstacles to developing agrotourism in the region were and replied the following:
1.
Coordination amongst stakeholders
While coordination was suggested as an opportunity, it currently presents a barrier to
future success if not carefully developed. Stakeholders indicated that increased
collaboration is needed in the SWOTC region and that there is a lack of
communications region-wide. An example of this was indicated in the agritourism
product providers. Many of the operators are operating in 'silos' thus discouraging
regional coordination.
Furthermore, it was suggested by stakeholders that currently there is a lack of
direction or vision for tourism. The tourism industry for the region is fragmented and
future success was suggested to be dependent upon gaining regional 'buy-in' and a
clear plan which indicates how all operators can work together.
2.
Taxes and regulations
A large number of operators throughout the SWOTC region suggested that one of the
main barriers for tourism development was taxes and other regulations. This
included 'red tape' and bureaucracy. Each level of government requires individual
inspections, paperwork and follow-up and for some operators this additional 'work'
competes with the time normally dedicated towards their farm. Other items related
to taxes and regulations included;
Municipal and Provincial regulations that inhibit on-farm value-added
Insurance liability
Municipal support (if there is a lack of)
Infrastructure (regulations for new buildings, etc)
3.
Skills, education and market 'readiness'
Stakeholders suggested that in general there is a lack of understanding of the
available agritourism opportunities within the region. Many of the farmers and
agritourism operators would like to be contributing to the region's tourism industry'
but they either are not quite sure how to do it, or do not have the time or finances to
become 'tourist ready'. This could include having regular hours of operation, public
washroom facilities and offering strong customer service.
In addition to this, it was suggested that there is a lack of business experience and
expertise amongst agritourism operators. Perhaps this fact could explain why some
stakeholders suggested that there is a disconnect between farmers, food suppliers,
restaurants and food buyers. This fact is contributing to the significant gap in the
field to fork value chain in the region.
4.
Funding
While funding was take right off the table in terms of discussion of 'barriers' at the
regional focus group sessions, it still came up in telephone interviews. Many of the
stakeholders who participated in discussions suggested that funding can be difficult
to find and can be very time-consuming searching and applying for applicable
funding programs. In order to become 'business-ready' or 'tourist-ready' the
operators felt that funding would be extremely necessary in order to make the
necessary infrastructure improvements.
5.
Marketing
Marketing was considered a possible barrier to success if not developed properly.
Stakeholders felt that the way in which outsiders perceived the SWOTC region
needed to be improved. Lack of awareness about the opportunities in the region and
the overall brand was cited as an area needing improvement within and outside of
the region.
6.
Seasonality
Stakeholders suggested that seasonality was an issue within the region. As a 4season destination, it was felt that the majority of festivals, events, and attractions
were only available to visitors during the summer months, therefore many jobs
within the region's tourism industry were also only seasonal and low-paying.
7.
Tourism Infrastructure
While 'tourism infrastructure' was suggested above as an example of an opportunity
for SWOTC, it was also perceived as one of the region's current challenges.
Stakeholders suggested that onsite infrastructure such as handicap accessibility and
washroom facilities can be very expensive for operators.
6.3. SWOTC Support

When stakeholders were asked about the role that the newly created SWOTC board
could play, a variety of responses were suggested. Their top responses included:
1.
2.
3.
Marketing/promotion
Regional tourism signage
Networking
Creating 'experiences' rather than just things to do.
Unified advertisements
Assistance developing key markets
Building regional packages
Market assessment (marketing gap analysis)
Education
Mentoring
Facilitating programs
Training operators how to be 'tourist-ready'
Research function: This could include a list of identified or potential
agritourism opportunities and best practices/trends in agritourism.
Education on SMART communities and how to leverage available tools.
Collaboration
Provide assistance in developing a communications network.
Reach out to sub-committees within each area of the RTO to gain a stronger
understanding of what is going on there.
4.
5.
6.
Leadership
Be the regional champion.
They can be our tourism 'voice'.
Product development
Help bridge the gap between farmers/food suppliers and restaurants/food
suppliers.
Advocacy & Business Retention
Support for new and existing tourism businesses.
7.
Operator Handbook
Focus group sessions discussed the creation of an 'Operator Handbook'. Stakeholders
made suggestions as to what should be included in this handbook. The list includes:
It should be a comprehensive guide that ties together all relevant and current
resources for agritourism businesses.
Should be a 'how to' guide' for setting up new agritourism businesses (include
flow chart and financial evaluation, template of service, rules and regulations,
zoning guidelines and amendments, insurance policies, labour/employment
laws, etc).
Should include information on funding programs.
Education/customer service training.
Business support services (checklist for what is needed to become an
agritourism operator, list of resources available to make businesses marketready, resource guide, links to academic institutions, customer analysis, and
contact/supplier list.
Information about tourist's needs and trends.
7.
Product Potential
7.1. Viticulture and Fruit

Viticultural Background
Ontario has four primary viticulture areas:
Prince Edward County
Niagara Peninsula
Lake Erie North Shore
Pelee Island
Ontarios wine areas sit in the middle of the northern grape growing belt. As not all
wine growing regions are the same, the quality of the varieties will vary. The Vintner
Quality Alliance of Ontario (VQAO) has defined the Viticultural Areas (VA) in Ontario
that are capable of producing finer quality grapes. The areas that are currently
defined in Southwestern Ontario are Lake Erie North Shore and Pelee Island, which
fall within the SWOTC region.
The climate of Southwestern Ontario has the required weather of mild winters and
hot summers to grow French hybrid and traditional European varieties of grapes to
produce world class wines. The warming effect of the shallow water of Lake Erie
extends the growing season and promotes ripe fruit with a balance between
sweetness and acidity.
Viticultural Site Selection Factors
The two most important factors in selecting a site for wine grapes are climate
(including regional and local climates) and soil (including type and quality). These
factors are discussed in detail below.
Ideal Climate
The local climate is the primary factor that will affect the ultimate viability of a
vineyard. Wine grape varieties typically require a frost free period of at least 165
days, sunshine exceeding 1250 hours, and extreme winter temperatures not colder
than -24 C.
Generally, the climate of Southwestern Ontario is ideal for the growth of quality
grapes for wine production. Lake Eries north shore has the longest growing season
and highest number of heat units of all Ontarios Viticultural areas. Average monthly
temperatures in this region fall within the desired ranges that promote good growth.
Winter temperatures typically do not approach the extreme temperatures that will
damage vines, buds, blooms, and grapes during annual growth stages. It should be
noted that temperatures occasionally swing into critical ranges throughout a given
year, and as such existing or future vineyards will need a plan to mitigate impacts
associated with potential extreme temperatures.
Due to the temperate growing season and large range of degree growing days, each
vintage varies depending on the season. Rain, humidity, cold, and drought can all
limit the ripening period; however Ontario has experienced several excellent vintages
in the past two decades. These vintage years are typically associated with growing
season that had degree growing days significantly higher than average. Another
advantage of the Southwestern Ontario climate is the consistently cold winters,
which provide reliable ice wine harvest from year to year.
Ideal Soil Type
As with any crop, soil type plays a major role in root development, water availability,
and nutrient uptake. Soil fertility is not as critical as soil structure, but ideal soil
structure is coarse with moderate slope, well aerated, and no restrictive soil layers.
The predominant soil types found in Southwestern Ontario are poorly draining clay or
clay loams which are not well suited for the growth of quality wine grapes. However,
there are bands and pockets of well drained sand or sandy loams that are better
suited to grow quality wine grapes. These areas are found along the north shore of
Lake Erie extending from Essex and Chatham-Kent to Elgin. Haldimand and the north
east corner of Lambton County also possess ideal soil types for wine growing.
Smaller pockets of the more desirable well drained sand or sandy loams soils are also
found in small isolated pockets throughout all the counties in Southwestern Ontario.
Fruit Production in Southwestern Ontario
Similarly to the viticultural regions, quality fruit growing regions require a unique
blend of climate and soil types to produce top quality fruits. Like grapes grown for
wine production; berry crops, such as strawberries, blueberries, and raspberries
thrive in well drained sand or sandy loams with the growing seasons of southwestern Ontario. In addition to berry crops and grapes, Ontario fruit growers grow a
variety of tree fruits including apples, pears, nectarines, and cherries, among many
others. Unlike wine grapes, all types of tree fruits can thrive in poorly drained soils,
such as silty loams.
A growing market for the use of fruit grown in Ontario is in the production of fruit
wines. Unlike wine produced from grapes in Ontario, there is no established or
recognized standard for fruit wines produced in Ontario. There are, however,
associations such as the Fruit Wines of Ontario, who are working to establish
standards of quality for fruit wines produced in Ontario, analogous to the VQAO.
Fruits typically used to craft fruit wines are apples, pears, peaches, cherries,
raspberries, strawberries, and cranberries.
Currently the vast majority of the grapes, peaches, nectarines, apricots, plums,
cherries and pears are grown in the Niagara Peninsula. Recently higher quality value
grape varieties have been planted in place of acreage that was utilized to produce
apples. Growers in south-western Ontario produce all types of tender fruits and
grapes. There are three fruit producing areas within Southwestern Ontario:
Essex/Chatham-Kent, Huron/Erie, and Haldimand:
Essex/Chatham-Kent
The southernmost fruit producing area in Ontario aligns with wine grape growing
areas along the north shore of Lake Erie, with additional fruit production areas
around Lake St. Clair. As this region is the southernmost part of Ontario, this area
has the longest growing season of any, which favours high quality fruit production.
All types of tree fruits, berry crops and grapes are grown in this area.
Huron/Erie
This area runs north-south through Southwestern Ontario from the south shores of
Lake Huron through Lambton, Middlesex, and Elgin Counties to the north shore of
Lake Erie. The predominant fruit crop grown in this region are apples, but other tree
fruits crops such as pears, peaches, cherries and plums as well as berry crops are
also grown. These less common fruit crops are typically grown to meet local
demand.
Haldimand
This area is the easternmost recognized fruit region in Southwestern Ontario and
runs along the north shore of Lake Erie. Similar to the Huron/Erie area, apples are
the dominate fruit grown in this area. Berry crops are also extensively grown in this
region with most of the production being sold wholesale. Other fruit crops grown in
this area include pears, tart cherries, peaches, nectarines, and sweet cherries.
7.2. Hops
Hops Background
Hops are a hardy perennial vine with a permanent rootstock that is grown between
the 35th and 55th latitudes world-wide placing Southwestern Ontario in the middle of
the ideal hops growing zone. Like grapes grown for wine production, hops thrive in
well drained soils with the growing seasons of Southwestern Ontario. Hops can be
grown in poorly drained soils, as long as there is no pooling of water in fields.
Ideal Climate
Hops plants are hardier than most types of grapes grown for wine production and
can tolerate a greater degree of climates. Hops require only 120 frost free days, 45
less than wine grapes. Like grapes, hops require long days with direct sunlight that
are found in south-western Ontario between the 41st and 43rd latitudes.
Currently the major hops growing regions in North America are found in the west,
with the Kamloops region in BC leading Canadian hops production. However, hops
have been grown across Ontario with success. Hops have been grown in Prince
Edward County, one of Ontarios four recognized wine growing regions, since the late
19th century. Todays major hops growing regions are in drier climates with long
days of sunshine. Drier areas require there to be plenty of water available for
irrigation.
Ideal Soil Type

Hops are a forgiving plant that will grow in most soil types. Hops prefer fertile, well
drained soils and cannot tolerate excessive moisture or ponding of water. Hops can
be grown in heavier, poorly drained soils provided there is topographic relief to drain
water from the fields. Subsurface drainage could be used to drain excess soil
moisture, however the root growth of the hops plant will likely be damaged and clog
the tile of the drainage system.
Similar to wine grapes, the predominant soil types found in Southwestern Ontario are
not well suited for the production of hops. Bands and pockets of well drained sand or
sandy loams that are better suited for the production of hops are found along the
north shore of Lake Erie through Essex, Chatham-Kent, Elgin and Haldimand
Counties and in the north east corner of Lambton County. Smaller pockets of the
more desirable well drained sand or sandy loams soils are also found in small
isolated pockets throughout all the counties in south-western Ontario.
Summary of Agricultural Capacity
Much of the SWOTC region is ideally suited to viticultural, fruit and berry and hops
production (refer to maps in Appendix B: Product Potential Maps). Most of these
crops require fertile, sandy or sandy loamy soils with excellent drainage. Hops in
particular require well drained soils. Many areas along the north shore of Lake Eire
including Essex, Chatham-Kent, Elgin and Haldimand possess these ideal soil types.
These areas also have the longest growing season and warmest days in Ontario, also
essential qualities for wine, fruit and hops production. Essex and Chatham-Kent are
already one of Ontarios leading wine regions while the entire region is well known
for its fruit and berry production. There is excellent potential for expanded production
of grapes, fruit and berries as well as hops. Given the regions agricultural capacity
and proximity to the GTA, it is ideally suited to wineries and craft breweries.
8.
Summary and Recommendations

Based on the background review, data and consultation results, the following section
summarizes the key related to agritourism development in the SWOTC region. The
region demonstrates clear opportunities in agritourism based on the climate and
location in Ontario; allowing for the longest growing season in the province.
Conversely, while there are a number of existing initiatives and programs related to
agritourism, the region is spread across a wide geographic area that includes both
upper and lower-tier municipalities which may not have the same level of policy
support for agritourism activity. The following will work to inform the development of
recommendations for the growth of agritourism in the region.
Agricultural and Agritourism potential is considerable:
From a soil and climate perspective, the region is the most ideal location in Ontario
for viticulture, hops and fruit and berries (refer to maps in Appendix B). This permits
a variety of tourism activities associated with agriculture including the development
of wineries, craft breweries and u-pick operations. This potential is supported by
considerable local markets in the cities of London, Windsor and Sarnia as well as a
number of existing agricultural producers and associations including:
Southwestern Ontario Vintners Association
Farm-gate stores and farmers markets
Organic farms
Agricultural retail businesses
Farm tours and farm hikes
Agricultural festivals (i.e.: Leamington Tomato Festival)
Culinary trails and guides and local food restaurants
However while the number of existing producers and initiatives in support of
agritourism is considerable, many small scale operators are not yet market ready
requiring further support be given to product development as well as marketing. In
particular, there is need for additional accommodations across the entire SWOTC
region. Expanded accommodation needs to include campgrounds, roofed
accommodations and most importantly on-farm overnight accommodation and
dining. In addition, it can be difficult for farmers to track culinary trends in
understanding crops with the most potential. There needs to be an information flow
from culinary operators in urban areas to agricultural producers in rural areas.
Municipal Support and Regulatory Challenges:
In general, the planning and regulatory environment in the region is conducive to
agricultural and agritourism development. Upper and lower-tier Official Plans in many
of the communities in the region have supportive planning controls that encourage
agritourism activity through secondary on-farm uses. Those communities which do
not have an Official Plan in place, or do not have policy surrounding this are either in
the process of developing it, or should consider it in their next Official Plan review.
While there are tourism strategies across the region there is, in general, a lack of
agritourism specific strategies in the member municipalities. These agritourism
strategies could provide further support to the farming community to improve the
level of understanding as to how to engage in agritourism activities and to encourage
the conversion of low-grade agricultural land into tourism/recreation space.
However, virtually all municipalities in the region have existing farmers markets,
buy local buy fresh campaigns and culinary tourism programs. Soft infrastructure in
support of agritourism includes:
Buy Local, Buy Fresh Maps
Federation of Agriculture initiatives
Culinary Trails and Culinary Guides
The two primary concerns raised by farmers in the pursuit of agritourism activities
are outside municipal jurisdiction: food safety regulations and public liability.
Organizations in the region need to work with farmer operators to overcome or
mitigate the impacts of these two major barriers. It may be possible, through
regional collaboration, to reduce the cost of liability insurance and to share
information regarding abiding by food safety regulations.
Intra-regional collaboration:
There are already examples of collaboration within the region including the
Southwestern Ontario Wine Route featuring 11 wineries in Chatham-Kent and
Windsor-Essex as well as signage policy alignment among Oxford, Middlesex and
Elgin. However, additional collaboration is required including a region-wide signage
initiative that would mark specific routes and locations of operators.
8.1. Agritourism Product Categories

The Market Development Strategy (MDS) produced for the SWOTC board compiled
an inventory of all tourism assets in the region. This inventory formed the starting
point of constructing an inventory of agritourism assets in the region. In developing
the product categories presented here two items were considered:
1.
The definition of agritourism presented at the outset of this report and the
three broad categories of fixed attractions, events and service
2.
The existing destination marketing organizations individual inventories of
agritourism assets
From these sources 16 categories of agritourism products were identified in the
SWOTC region. These categories are presented here.
Fixed Attractions
There are 9 categories of fixed attraction product in the region. Fixed attraction
products have regular hours of operation, are open most of the year and offer the
opportunity to experience agricultural production and processing, history of
agriculture, rural lifestyle and natural settings.
Wineries and Breweries: According to the inventory compiled for the MDS
there are 25 wineries and breweries in the region. Many of these facilities
offer tastings and guided tours of the facility or the growing area for grapes
and hops. Some of these facilities also offer on-site dining and the opportunity
to experience local cuisine along with local wines. The soil and climate of the
region offer the opportunity for expanded product offerings in this area. To
encourage over night visitations, the region should work with wineries to
include on-site dining and accommodation facilities.
Farms: The SWOTC region is one of the most bountiful agricultural areas in
Ontario home to much of the provinces fruit and vegetable production.
Research conducted for this study in combination with the research conducted
for the MDS revealed 147 farms in the region hosting on-farm visitors. Onfarm visits includes activities such as u-pick, farm gate sales, special events
hosted on farm such as weddings, family reunions, school tours, birthday
parties or movie filming.
Equestrian: There are over a dozen equestrian facilities in the region offering
horseback riding lessons and tours. According to the farm based recreational
activities study conducted by the USDA, horseback riding was the third most
popular on-farm recreational activity indicating there may be opportunity to
enhance this product category and combine it with other product categories in
package tours.
Family Attractions: This broad category includes on-farm activities such as

harvesting, animal feeding/petting, sleigh/hay rides, corn mazes, barn
dances, puppet shows, musical events and pumpkin carving. These activities
are the most popular among recreational on-farm activities and have shown
significant growth. There are 7 establishments identified in the region hosting
family attractions. Given the popularity of these attractions, it would appear
there are opportunities to expand this product offering.
Farmers Markets: Farmers markets are becoming increasingly popular

throughout Ontario with the number of markets today double the number of
operating markets 30 years ago. There are 19 markets in the region.
Expansion and integration of these markets into other product offerings
should be investigated.
Garden Centres: The 28 garden centres in the region offer not only plants,
seedlings and other garden products but have come to include the sale of
locally produced agricultural goods such as honey, jam and flowers. Garden
centres offer an opportunity for visitors to become aware of other agritourism
products in the area.
Heritage: Agricultural and natural heritage is an important component of the

agritourism product mix in the region. The area has a rich agricultural and
natural history that it is attractive to visitors and a source of pride for local
residents. The area was also the prime battle ground in the war of 1812
creating the opportunity to offer historical interpretations and re-enactments
of that time.
Museums and Galleries: There were 3 museums and galleries identified by

the DMOs as being related to agritourism. These establishments offer a look
into the past and present of agriculture and natural landscapes in the region.
Artists working/living on-farm and on-farm galleries are included here.
Parks and Conservation: The region has a number of parks and

conservation areas offering opportunities for the visitor to engage in hiking,
cross country skiing, snowshoeing and wildlife viewing (including bird
watching).
Festivals, Fairs and Events

Festivals and events based on an agricultural theme such as conferences, rodeos,
agricultural fairs and food festivals and a stand-alone category within the agritourism
product mix. All events from agricultural fairs to seasonal and holiday festivals are
included in this category. Given the rich history of the agriculture in the area, it is not
surprising that 75 agricultural events have been identified in the region. Included
among these events are well known events such as The Norfolk Country Fair and
Horse Show, one of the largest agricultural fairs in Ontario, and the Leamington
Tomato Festival. These festivals are a significant draw for visitors and should be
packaged with other products allowing visitors to have a more complete agritourism
experience.
The large number of festivals in the region also offers the opportunity for festival
organizers to work together to share knowledge, visitors and event hosting costs. As
an example, festivals across the region could be promoted together in a regional,
seasonal festival guide. Large events may own items such as fences, sound stages
etc. which could be rented or shared by smaller festivals or a number of festivals
could band together to negotiate shared contracts for event hosting such as fence
and port-a-potty rentals.
Service
While the region offers a number of services, especially in the urban areas, it is
important here to focus on those services that are provided in an agricultural or rural
setting or offer locally produced agricultural products. There are 6 categories of
agritourism services offered in the region.
Bed and Breakfasts and Inns: Across the region there are 17
establishments that have been identified by the DMOs as being agritourism
related establishments. Attention needs to be given to strengthening the
connection for the agritourist and expanding the number of establishments

including on-farm bed and breakfasts, on-site accommodations on wineries
and on-farm vacations
Camping and RV Parks: Camping is very popular among agritourists and

tourists to the SWOTC region. And yet there are very few campsites identified
in the MDS product inventory. This type of accommodation should be
investigated for expansion potential.
Restaurants: This category focuses on those restaurants satisfying culinary

tourism expectations of local production and flavours unique to the area. This
category includes bakeries and rural tea shops as well as on-farm dining. The
product inventory identifies 39 establishments across the region; however,
caution should be given as to the degree to which these establishments cater
to the culinary tourist seeking a local food experience.
Specialty Food Stores: These stores, often found in a rural setting,

specialize in local agricultural products such as cheese, eggs, baked goods,
wine, cider, maple syrup, fruit, flowers and herbs might also include antique
shops selling rural antiques (Mennonite Furniture). There are 17 of these
shops across the region including the very popular Coyles Country Store in
Oxford.
Shopping: This category offers sales of local agricultural goods in more

general stores or other shops such as flower, gift or craft shops with an
agricultural or rural theme.
Business Associations and not for profit organizations: these entities

support agritourism activities dont directly offer an experience for the
agritourist but they serve to support those products categories that do serve
the agritourist. The most notable associations are those managing agricultural
fairs and seasonal festivals.
8.2. Product Development Potential

The region needs to concentrate marketing on local tourists through channels they
are most likely to consume. The agritourist profile demonstrated that their media
consumption was primarily weekend editions of newspapers (89.1%) and travel
websites (57.2%); reaching the agritourist through these marketing mediums as well
as engaging other innovative marketing tools is an opportunity. The following refer to
product development recommendations for the region, however, there a few notes of
caution for the board in considering these recommendations:
The SWOTC region is not the only market in Ontario with the opportunity to
expand the agritourism industry. There will be strong competition from
neighbouring agritourism markets including Niagara and Wellington/Waterloo.
Developing a strong brand can help differentiate the region from this
competition.
In addition, the ability to draw American tourists to gateways such as
Windsor-Essex and Sarnia-Lambton will increasingly becoming difficult and
complicated with the surging dollar and passport regulations.
Many agritourism related activities are seasonal and access to food is aligned
with the growing season, this hinders year-round activity in agritourism and
farm visitation.
With these in mind, the product development potential for the region can be divided
into three categories (as per the definition of agritourism presented at the outset of
this report):
Fixed attractions
Events and festivals
Services
Product Development: Fixed Attractions
Work with economic development offices in the region to expand investment
in wineries. The area is ideally suited to viticulture and wineries can lead to
the development of additional activities such as festivals, tours, and
weddings. The region should consider featuring artists, organizing tours and
host culinary events (dinners, cooking classes, etc) in order to encourage
visitation to their winery and to their region.
Explore opportunities for investment in craft breweries. The soil analysis

demonstrates that there is immense opportunity to grow hops in the region
and encourage the additional growth of craft breweries. This is supported by
the nearby craft brewery course offered by Niagara College. Craft breweries
are permitted to sell their product outside of the LCBO and can encourage
visitation through pairing a brewery tour with other agritourism related
activity.
Product Development: Events and Festivals

Connect agriculture to educational events and programs and seasonal
festivals held across the region. Connecting agriculture to these other events,
programs and festivals can service to build support for local agricultural
activity and enhance awareness of the economic and social benefits of
agriculture in rural communities while diversifying the product offerings to
area visitors.
Product Development: Services
Further build and connect existing culinary trails. The local food movement in
the region is already quite strong. This could be built upon by establishing a
region-wide culinary trail linking the region through food.
Support the expansion of local food restaurants. This will require networking
with chefs with a local food interest seeking new opportunities for investment.
Both Local Food Plus and the Ontario Culinary Tourism Alliance can assist in
this endeavour. Additionally, the Canadian Restaurant and Food Services
Association produces, for sale, an annual survey of Canadian Chefs to
understand the latest trends in restaurants across Canada. The current, 2010,
hot trend in food: locally sourced foods. Up and coming trends in 2010:
gluten free, vegan and African and Middle Eastern cuisine. The region has the
soils and climate to grow a wide variety of fruits, vegetables and other crops
to satisfy these unique and expanding markets.
Link products together and with other outdoor recreation activities with
agritourism activities. Statistics reveal that those engaging in agritourism are
also likely to engage in trips to the beach, camping, hiking etc. Additionally,
linking product offerings together might offer the opportunity to draw visitors
across the region to experience a variety of activities. As an example smallscale tourism businesses have been seen to off-shoot from the growth of
wineries, including unique tour and transportation businesses (e.g.: Trolley
Named Desire in Essex County). These off-shoots and tour companies can link
agritourism products throughout the region
Continue to support secondary use on agricultural land including on-farm

processing and agritainment opportunities such as petting zoos and horseback
riding. The SWOTC board and DMOs should support planning changes to
encourage secondary use as well as support programs to assist farmers
engaging in secondary activities. Programs might include providing business
resource links and handbooks to agricultural operators seeking to incorporate
food processing, agritainment, on-farm accommodations and on-farm dining
into their existing farming practices. There are numerous examples from
communities within the region (i.e.: Windsor-Essex Region Wagner
Orchards) where farmers have renovated barns, or constructed buildings on
site where they hold dinners, dances and community social events all year
round.
The Provincial Policy Statement (2005) is the overall guiding document for
land use regulations in the province of Ontario. It sets out provisions for both
secondary use and lot creation in areas of prime agricultural land (specialty
crop areas and areas with land class 1, 2 and 3 soils). Secondary use is
permitted provided that it is compatible with and does not hinder agricultural
operations. They shall be limited in scale and the criteria should be set out in
municipal planning documents. Municipalities influence secondary use through
both the official plan and zoning by-laws.
The official plan is more general in nature and sets our land use guidelines
where and when development shall take place. Norfolk County is an excellent
example of an official plan with specific guidelines regarding secondary use on
agriculturally zoned land. Norfolks official plan clearly states permitted use
may include activities such as small scale food processing, retail outlets, and
agricultural events. As official plans are adopted infrequently, amendments
may be generated to expand permitted secondary use. Norfolks official plan,
as an example, suggests that campgrounds on agricultural land would require
an amendment to the official plan to be approved. The SWOTC board or
respective local DMO/EDO may be able to assist an agricultural operator
through the plan amendment process.
Official plan amendments are subject to an appeal period and as such, while
they may be useful in creating relatively short term solutions, time should be
spent to expand the secondary use provisions in official plans as they come
up for review. It is recommended that the SWOTC board build connections
with planners in the region and organize learning sessions as to the benefits
of agritourism to the local economy and arrange for speakers to share lessons
learned and best practices in secondary use with planners in the area.
Zoning by-laws are more specific designations of land use that abide by the
general direction set out by the official plan. It is the zoning by-laws that
designate land as agriculture and specifically state where secondary use may
take place. Zoning by-laws will consider traffic flows and natural areas in their
designation of areas and permitted usages. Zoning by-laws can introduce
flexibility by setting aside specific areas within agricultural areas as separate
land use area. As an example, the Township of Warwick in Lambton County
created special provisions for the foot print of wind turbines to be zoned as
light industrial. This allows municipalities to expand their tax base without
penalizing agricultural operators with the financial burden of having all of the
agricultural land zoned with an alternate land use. Similarly, municipalities
may change zoning for secondary use buildings such as retail outlets,
accommodation or dining facilities rather than changing the zoning for large
blocks of agricultural land.
The learning session suggested for planners can discuss both official plans
and zoning by-laws. It is suggested these learning sessions be held every two
years to stay current in best practice and remain fresh in planners minds in
their day to day work. Zoning by-laws may also be amended. There may be a
role for the board or DMO/EDO to assist agricultural operators in the
amendment process by providing information and strengthening the economic
case for such an amendment.
Foster the development of agricultural producer cooperatives to make it

easier for large buyers (restaurants) to purchase from local producers. An
example of collaboration in this area is the Elmira Produce Auction
Cooperative (EPAC) which combines the produce of multiple smaller producers
allowing institutional buyers to purchase local in the volumes they need.
Producer coops might also be able to assist in reducing input costs through
shared purchasing agreements as well as selling costs through joint storage

and transportation. Producer coops could also be engaged in joint marketing
by producing a local produce guide for the entire region making it easier for
consumers seeking local food. There are even examples of producer coops
that share the costs of labour for farmers that have too much work for a
single farmer but not enough work to hire their own full time employees.
Continue to develop on-farm roofed accommodations (bed and breakfasts and

guest houses) and on-farm dining facilities. Private sector partnerships along
with provincial and federal government assistance can assist in developing
these opportunities. The SWOTC board might have a role to play in matching
local businesses with appropriate funding agencies to realize these
opportunities.
9.
Best Practice Review

Looking to case studies from other jurisdictions provides SWOTC with knowledge on
how agritourism development strategies have contributed to the growth and success
of the sector. Agritourism is increasingly being accepted as a tourism niche market,
that enhances environmental and community sustainability, contributes to the local
economy, bridges urban-rural gaps and engages communities around food and
agriculture. This section reviews the steps to consider when starting or expanding an
agritourism business as well as highlights a number of key lessons learned from case
studies from other jurisdictions.
9.1. Overview of Best Practices

Regional planning is important for all types of tourism development - agritourism
included - since it prevents duplication between different tourism programs within a
region, combines the financial resources of the different groups involved for costeffective cooperative development and promotion, and promotes a greater diversity
of attractions to visitors. As the agritourism industry has grown significantly as a
means of developing rural tourism areas, a number of best practices have emerged.
For current operators or those considering becoming operators, they key to
developing agritourism offerings is in your presentation of the 'experience'.
Expanding farm businesses to include agritourism can provide a method of keeping
farms financially stable but can also benefit visitors by offering a diversity of
agricultural experiences. This section will focus on planning steps that should be
considered when starting or expanding an agritourism business. Several best
practices are suggested by the University of Iowa's Agricultural Marketing Resource
Centre. They include:
Authentic Farm or Ranch Experience
An agritourism businesses can be defined as any person, farm, or corporation
actively engaged in the operation, management, or promotion of an agriculturallyrelated tourism business open to the public. This kind of business offers its guests an
opportunity to learn aside from solely a commercial experience. The far/ranch is
often the "face of farming and ranching" that visitors see. The product being offered
to visitors may be the experience of ranch or farm living. It is also important to
understand the aspects of agriculture that are being promoted throughout the
tourism region which can allow individuals operators to develop their own niches in
coordination with other farms and nearby attractions.
Educational Experience
Farms and ranches can offer a highly educational experience for people of all ages.
Food and fibre production, land stewardship and history of agriculture are common
topics that visitors are interested in. Additionally, guests may enjoy learning about
recreational activities that are available on the property such as fishing, trail-riding,
cross-country skiing or hiking.
Customer Service
Agritourism operators should ensure that customer service plays a major role in their
business planning. Staff should interact with visitors in an appropriate way that will
ensure a safe and high quality experience for them. This will also ensure that visitors
will return and tell other potential visitors about their positive experience.
Adequate Public Facilities
Agritourism operators need to have sufficient capacity (staff and infrastructure) to
provide basic services such as parking, transportation, signage, customer service
assistance and education. In order to accommodate guests in a safe and customer
friendly manner services and facilities like restroom are recommended.
Safe and Accessible Environment
Agritourism operators should ensure that their property and facilities are maintained
and follow zoning, health and environmental regulations. Additionally it could be
useful for farms/ranches to create a risk management plan as well as (depending on
the type of business) making their facility accessible to persons with disabilities, such
as entrances, exits and washrooms.
Community Relations
Good community relations are important for agritourism operators. Regularly
providing opportunities for organized groups and individuals in the community to visit
the property (e.g. schools and business associations) can build community relations.
Planning your Financial Future
Agritourism operators should regularly review their business and determine where
they can add value to all farm services, products and experiences in order to ensure
the long-term sustainability of the business.
The following section will review case studies where agritourism has grown to be a
major industry through based promoting innovation approaches to agritourism,
demonstrating a commitment to rural sustainability, providing authentic agritourism
experiences, spurring entrepreneurship through agritourism activities, developing
regional marketing plans and alliances and demonstrating overall success and
growth.
9.2. Case Studies

Case Study 1: Agritourism in England
England offers a strong example of a place where agritourism has become a driving
economic force. Many of the farms in England received grants and/or low interest
loans to make necessary conversions of buildings and other improvements for
overnight accommodations. The British Government has taken the approach that
recognizes that an attractive countryside is critical to the nation's overall tourism
success. In this, keeping farmers on the land by supporting agritourism has a had a
much broader impact on the nation's overall tourism industry as well as promoting
wildlife habitat, preserving historic areas and maintaining woodlands and open space.
Additionally, this government also formed the Farm Holiday Bureau (FHB) which is
made up of 95 different Holiday Groups totalling over 1,000 farms in England,
Scotland and Wales which came to be known as 'Farm Stay UK'. Leadership and
support was provided by ADAS (an environmental consultancy), the Royal
Agricultural Society of England (RASE), the National Tourist Boards and the Farmer's
Weekly.
The company is a leader in its field, recognized for its innovation and success within
the tourism industry in England and abroad. Their three primary functions are to:
to promote the concept of farm tourism in the UK
to help members expand their businesses through pro-active marketing/sales
support
to assist farmers in broadening their income base through diversification
All properties are inspected under the National Tourist Boards accommodation
classification and grading schemes in order to ensure quality remains a top priority.
Farm Stay UK is currently comprised of a 12 member Board of Directors plus a
Chairman.
On a more local level, the County of Devon, England offers a prime example of a
regional agritourism initiative. Devon is the second largest county in England and has
a population of 1,141,600.
Common throughout Devon is the tradition of high quality local produce - providing
visitors and residents alike with a wonderful array of Devon-grown foods. Devon
Farms was set up by a group of like-minded farmers who knew that they had
something special to offer visitors to the South West. They wanted to promote not
only their own holiday accommodation but also their way of life, environment and
Devon as a whole to a wider audience. With farming going through a difficult time
many farm owners were diversifying and looking at other ways to earn a living or
increase their income. Some launched successful tourist attractions, while others
opened up their homes for a special place to stay for visitors. The group formed a cooperative called "Devon Farms" with the criteria that all members must be a working
farm and their accommodation must be formally inspected. A brochure was
produced, more visitors came to stay and new member farms continued to join. As a
co-operative, Devon Farms is run, promoted and managed entirely by the farm
owners to ensure its integrity. Each operator has their own unique product; however
what they all have in common is their passion towards creating a unique and
authentic experience. This region has also produced 'The Devon Food Book" which
links the landscape to the food that is prepared in the region, winning the Gourmand
World Cookbook award in 2005 and 2006 for the Best Local Cookbook. This is a
prime example of building awareness and capacity about agritourism, encouraging
participation and
Lessons Learned
Financial support and incentives can encourage agritourism activity.
Farms received grants and/or low interest loans to make necessary
conversions of buildings and other improvements for overnight
accommodations.
Collaboration between farmers to create a cooperative Devon Farms
resulted in greater agritourism activity.
The production of the Devon Food Book, an award winning local cookbook
enhances the brand identity of the region as an agritourism centre, builds
capacity about the importance of agritourism and works to re-localize the food
system by demonstrating how local food can be cooked through a variety of
recipes.
Case Study 2: South Tyrol, Italy- 'Red Rooster-Gallo Rosso'

With an agritourism supply only second to Tuscany, the northern region in Italy
offers innovative branding in agritourism. The 'Gallo Rosso' (Red Rooster) project is
an innovative and successful label created by the Farmers Union in response to the
needs of farmers to increase their income due to the very small farm sizes in the
region. In this area, many farms are built on the sides of mountains or in very
difficult terrain which means that farmers must do all of their work by hand - farming
machinery is unable to be used on the steep terrain. With limitations on their
output, farmers were in need of a way to supplement their incomes and this gave
way to the brand 'Gallo Rosso'.
It's highly recognized Red Rooster' trademark was created in 1999 and since then
has stood for Farm Inns and Bars and quality farm products in South Tyrol. Over
1300 holiday farmhouses are represented by this brand and are listed on their
website. On their website visitors can access a detailed description of each farm
which are inspected for their quality standards, and information regarding the
various facilities they have to offer.
The Gallo Rosso accreditation system has very strict requirements such as all top
ranking facilities must have soft furnishing made of natural fibres, operators are not
to give up farming and tight restrictions are listed as the size of accommodations.
Gallo Rosso offers its members the following services:
A business consultancy service.
Participation in training courses and agritourism conferences.
Advertisement in the Gallo Rosso catalogues.
Exposure on the website in four languages.
A range of Gallo Rosso advertising - newspapers, radio, TV, trade shows etc,
in Italy and beyond.
Regular newsletter containing business development ideas.
In exchange for the somewhat restrictive accreditation program, government aid is
available to all farms and is most often accessed for training opportunities as well as
developing either a new agritourism business or to further develop an existing
agritourism business. The funds are government subsidies which means operators
are not required to reimburse any money to government. The main directive placed
upon the agritourism operators who receive this funding is that they are committed
to operating for at least ten years after receiving the funds
The impact of Gallo-Rosso has strongly benefited agricultural producers in this area
of Italy. Between 1999 and 2007 the area saw a 223% increase in tourist arrivals
and a 207% increase in visitor nights.
Lessons Learned
Developing a recognizable brand is critical.
Innovative and successful partnerships between farmers in the region can
enhance visitation and boost farmers incomes.
Creation of a label by the Farmers Union, which became recognized as a

trademark for quality. Red Rooster label stands for Farm Inns and Bars and
quality farm products in South Tyrol region.
Case Study 3: Taste of the Tropics Food Trail, Queensland Region, Australia
The 'Taste of the Tropics' Food Trail was initiated in the Queensland Region of
Australia when a group of food industry leaders formed Australian Tropical Foods to
create awareness of the local produce. This formation presented opportunities for
food tourism and the Taste of the Tropics Food Trails were developed in 2001.
Supported by the federal government Regional Solutions Program and the
Queensland Government, it has been an incubator for many new value added
products and food & wine tourism attractions. This initiative has allowed farmers to
diversify and test their value-added products, open their farm, and integrate with
the tourism industry. The website shares information with visitors about the region
and several food 'trails' are listed ranging from exotic fruits to tropical seafood. A
directory of restaurants that promote and use regional foods is listed as well as
regional recipes that can be made using regional products.
Informal clustering and some formal marketing of the Tropical North Queensland
tourism experiences were considered important in raising the profile of the region.
Most businesses stock and sell products from other local agritourism operators.
Several also use other operators product in developing their ownsuch as Tarzali
Lakes, who used cheese and other dairy products from Gallos Dairyland and Mungalli
Biodynamic Dairy in some of its specialty meat products. Brochures with maps of the
region, paid for by the local businesses included local agritourism businesses.
In this case study, training for this project was linked to networking. Researchers
from Southern Cross University delivered a series of workshops with operators in the
region, and these were widely praised as being beneficial in both helping to develop
informal operator networks and helping farmers considering diversifying into
agritourism to assess their readiness. There were also dedicated staff and businesses
that had developed more formal linkages between businesses, such as Food Trail
Tours, which offer round trips from Cairns to several agritourism and food tourism
businesses of the region. The Australian Tropical Food website also offers self-guided
food trails of the Cassowary Coast, Coral Coast, Mountain Tablelands, Savannah
Tablelands and rainforest.
Industry support is widely attributed to the Australian Department of Tourism,
Regional Development and Industry, who have assisted the Queensland in
capitalizing on advantages to grow regional economies and strengthen industries.
The Department of Tourism delivers a range of services to assist with regional
economic growth, transform and build up industries and assist business owners in
improving their management and operational skills.
Lessons Learned
Capacity building exercises can yield numerous benefits:
o Researchers from Southern Cross University delivered a series of
workshops with operators in the region, which were accepted as a best
practice in capacity building and network development in agritourism.
Development of formal linkages through outreach built up the food trail and
helped operators self-assess and find out that they were indeed ready to start
an agritourism business.
The website created for the food trail shared information with visitors about
the several food trails in the region, listing the range of fruit and food
available, a directory of restaurants and recipes.
9.3. Great Ideas in Agritourism

Provided below are a few examples of Agritourism products and programs that are
being implemented in other parts of North America and Europe. These examples are
provided some new ideas for agritourism products in the region. These examples are
also available on the agritourism tool kit website.
1. Ottawa Directional Food Signage Program
In 2006, Ottawa City Council and the Agriculture and Rural Affairs Committee
approved a way-finding program for their rural, farm-based businesses. The new
signage was created to locate rural businesses that may be otherwise difficult to find,
and it provided a solution to the illegal sign problem that the area had been facing.
The directional food signage program assisted the farming community by relaxing
the sign regulations while it continued to keep public right-of-ways safe. The City of
Ottawa logo is featured on the signs.
For more information on the directional food signage program, please see:
http://www.ottawa.ca/residents/rural_connections/business/rural_signage_prg/direct
ional_farm_signage/index_en.html
2. Online Local Farmers Market
County Connect is an online local farmers market that connects farmers, craftsmen,
and restaurants in the Essex and Kent County region to local consumers. This
website allows members to purchase foods online from local producers and have
them delivered directly to their door. Local restaurants are also able to use the
website to purchase local foods for use in their restaurants.
The website offers information on and connections to local farmers so that
consumers can get to know who is producing their food. Consumers also have access
to a list of local restaurants that use local foods; restaurants that purchase their
supplies through the online farmers market are also promoted on the website.
County Connect Online Farmers Markets website is available at:
http://www.countyconnect.ca/
3. United States National Farm to School Program
The National Farm to School Program is a program that connects local farmers with
schools in their community in an effort to supply healthy and nutritious locally grown
food to students while benefitting local farmers and the economy. In addition to
healthy foods, the program offers nutrition and agricultural education through farm
tours, composting programs and school gardens. The schools that have participated
in the program have noted a 3 to 16% increase in school meal participation1.
More information is available at the following website: http://www.farmtoschool.org/
4. Seasonal Food Guide
Seasonal food guides are a great way to let consumers know what local food is inseason in their region and several examples are available. The Sustainable Table in
the United States is a website that offers a directory for consumers to search by
state for in-season food. In the UK, they have developed a similar website known as
Eat the Seasons, which highlights a seasonal food of the week. It also provides an
additional listing of foods at their best and additional foods in-season. The Kootenay
Organic Growers Society in the Kootenay Region in BCs Southern Interior has
produced a Seasonal Produce Guide that highlights the produce available in each
season.
The Sustainable Table website can be accessed using the following link:
http://www.sustainabletable.org/shop/seasonal/
1
http://www.farmtoschool.org/files/FARMTOSCHOOL-FINAL%20BROCHURE.pdf
The Eat the Seasons website is available through the following link:
http://www.eattheseasons.co.uk/
The Kootenay Seasonal Produce Guide is available through the following link:
http://www.kogs.bc.ca/pdf/seasonal_guide.pdf
5. Rent-a-Tree (or plot of land, or garden) Program
Rent-a-tree programs provide an opportunity for city dwellers to participate in local
food activities. This type of program allows participants to rent a fruit tree, e.g. an
apple tree, from a farmer for a season. The price of the rental depends on the size of
the tree rented.2 Renters are often provided with the option of picking the fruit
themselves, or paying a fee to have the farmer pick the fruit. Besides the benefit of
eating and purchasing local foods, the renter also gets to watch the tree grow and
blossom. This concept could be extended beyond fruit to the idea of renting a plot of
land for a garden, or for a certain crop.
6. Regional Food Products
Agritourism in the South Tyrol region in Italy includes tourism regarding their most
prized regional food products. Apples, for example, are highlighted as a regional
tourism product through a website dedicated South Tyrolean apples. Several tourism
products have been developed in order to attract more visitors to discover the many
benefits of apples including: apple tours, farm holidays that feature apples, a fruit
museum, and a spa that features apple treatments.
The South Tyrolean Apple website can be accessed at:
http://www.southtyroleanapple.com/en/all-you-need-to-know.html
http://www.time.com/time/magazine/article/0,9171,944891,00.html
7. South Australian Food Centre
The South Australian Food Centre (SAFC) was created in 2008 in order to support the
South Australian food industry and provide information such as research, packaging,
food science, marketing and product development to food businesses. 3 The SAFC is a
partnership between industry and government and the Centre allows food businesses
to access the expertise of government, industry experts, scientists, and food
technologists when seeking assistance for their business.
Food programs have been developed to assist businesses in growing and improving
their function, and food businesses have access to various facilities including a
sensory testing facility and processing equipment. Product development is an
important aspect of the food industry, as the area has a history of being innovative
and adaptive. The South Australian Food Centre emphasizes the need for innovation
and provides resources specifically for businesses that are looking to use innovation
as a way to grow.4
For more information on the South Australian Food Centre, visit their website at:
http://www.safoodcentre.com.au/
3
4
http://www.safoodcentre.com.au/site-wide_pages/top_menu/about_us
http://www.safoodcentre.com.au/innovation/product_development
8. Farm Camping
Farm Camping is a holiday experience that involves camping on a working farm, by

either pitching your own tent, or using more permanent tents if offered by the farm.
While farm camping, visitors can explore and learn about the farm while eating farm
products.
Feather Down Farm Days offer a farm camping experience on their three farms in
New York and Illinois. The farms offer tents that sleep up to six people and have
flushing toilets. The tents also feature open kitchens, and farm guests cook their own
food using the food produced on the farm. Families are welcome and encouraged;
while on the farm, guests can be as involved with the farmers as they would like,
even helping with farm chores. Other activities are often available such as hiking,
canoeing or bike riding.
For more information on Feather Down Farm Days visit:
http://www.featherdown.com/#
9. Farm Holidays
Farm holidays are extremely popular in Europe. These are family-friendly holidays
where families vacation on a farm for a few days or a week in order to experience
fresh air and learn about life on the farm. Guests are provided with on-farm
accommodation and may eat their meals with the farming family depending on the
type of holiday chosen.
In South Tyrol, Italy, the South Tyrol Farmers Union created the Red Rooster brand
in order to create new occupations for farmers in the area. Red Rooster offers farm
holidays throughout the region. The following are examples of the types of far
holidays offered in South Tyrol:
Holidays on a family-friendly farm
Holidays on an organic farm
Holidays on a historic farm
Holidays on a riding farm

Holidays on a wine farm
Visitors can also find holidays that have been developed around the activities
available at the farm, for example:
Sunrise with a farmer
Bake bread with a farmer
From Happy Hens to Easter Bunnies
These types of holidays also exist in the United Kingdom. Devon Farms was created
by a group of farmers who wanted to highlight Devon County to a wider audience
while promoting their own farm accommodations at the same time. The farmers are
committed to providing an authentic experience to their visitors, and a holiday in
Devon could include feeding animals, learning about working on a farm, or taking a
romantic walk in the woods. Their website allows users to search through
accommodation offered throughout the county.
For more information about Red Rooster farm holidays, please visit:
http://www.redrooster.it/en/farm-holidays-in-south-tyrol/
For more information about Devon Farms or Farm Holidays in the UK see:
http://www.devonfarms.co.uk/.
http://www.farmstay.co.uk/
http://www.holidaycottages.co.uk/working-farms
Farm holidays also exist in North America though they seem to be less popular. The
following two links are examples of farms in North America that offer the farm
holiday experience:
Kinderhook Farm, Ghent NY - http://www.kinderhookfarmstay.com/index.html
Bold Point Farmstay, Hariet Bay BC - http://www.farmstay-ca.com/
10. Farm Study Experiences
Farm study experiences are a popular form of Agritourism in Australia. AFT

Agricultural Tourism in Australia offers several educational farm experiences aimed at
high school and university students, agricultural specialists, farmers and agricultural
manufacturing persons. Their programming includes Group Farmstays, Agricultural
Study Tours, an Australian Farmhost Program for overseas groups, and other
education and student programs.
Group Farmstays are meant to expose visitors to life on a farm, and farms will host
groups of 10 or more. Agricultural study tours can be half day, full day or overnight
tours that include activities like technical inspections, research or learning about new
eco farming practices. These types of tours also include lectures, and itineraries have
been pre-developed so that groups can choose their tour from the website. The
group farmhost program is offered to overseas high school and university students
with visitors hosted in groups of 2-4 on working farms.
For more information on farm study experiences, please visit the AFT website:
http://aftagriculturaltourism.com.au/index.php
11. Special Events
Farms can be a great place to host a special event. The most popular events that
farms host include weddings, birthday parties, and corporate events. Farms
throughout Canada are offering these types of facilities and services; for example,
Drysdales Tree Farm in Egbert, Ontario specifically constructed a conservatory on
their farm in order to accommodate wedding receptions and corporate events.
For more information about Drysdales Tree Farm, you can visit their website at:
http://www.drysdales.ca/banquet_facilities.htm
12. Canopy Tower Family
The Canopy Tower Family includes accommodations at Canopy Tower, Canopy Lodge
and Canopy B&B and the eco-adventure destination Canopy Adventure, all located in
Panama. The Canopy Tower Family offers tours and adventures for those interested
in birding. Their accommodations have been built in the rainforest so that visitors
can participate in birding directly from their rooms window. The resorts also offer
adventure for non-birders for example, their Tamarin Tour which focuses around
mammals, and their Introduction to Nature Photography package. This eco-tourism
resort focuses on providing highly-trained guides and offering affordable
accommodations so that they can share the nature, history and culture of the
Republic of Panama5.
For more information on the Canopy Tower Family of Resorts, you can visit their
website at the following link:
http://www.canopytower.com/error.lasso
13. Niagara on the Lake Winery Touring Passes
Touring passes are popular for wineries as they provide a compelling reason for a
guest to travel to more than one location and the wineries in Niagara Falls utilize this
concept to their advantage.
Each year the wineries in Niagara on the Lake offer wine and chocolate touring
passes throughout the month of February. Each winery pairs a wine with a chocolate
selection and the purchase of a touring pass allows a visitor to try a pairing at each
winery. One benefit of the touring pass is that the pass is good for all of the
5
http://www.canopytower.com/our-mission and http://www.canopytower.com/our-vision
weekends throughout the entire month. Participants do not need to rush to visit all
of the wineries; they are able to take their time and tour around the region. The
Niagara on the Lake wineries also offer a Wine and Herb touring pass for the month
of May, and visitors can tour each of the wineries in the area over the weekends in
May in order to try a different herb-themed food, paired with a wine that brings out
the flavor of the herb.
The following websites provide information on the wine and chocolate, and wine and
herb touring passes:
http://www.wineriesofniagaraonthelake.com/dowac.html
http://wineriesofniagaraonthelake.com/wineandherb.html
14. Themed Wine Celebrations and Events
The vineyards and wineries of Niagara on the Lake will be hosting a celebration this
year based on the grapes used for cool climate chardonnays. They will offer tastings
of over 100 cool climate chardonnays from 56 international producers. The
celebration will also feature regional chefs. The celebration will include social tastings
and interactive sessions. This celebration not only highlights the various wines from
throughout the world, but also highlights the wineries within Niagara and the regional
food products and chefs. The event is sponsored by Wine Country Ontario, the LCBO,
Vintages, Ontario Grape Growers and Niagara College Canada.
Another way that the Niagara wineries have attracted attention to their wines was by
hosting an event in Toronto in order to bring Niagara wine country to the city. The
wineries came to Toronto to provide tastings and education on wine making. The
wineries released 52 new wines at this event and partnered with Oliver & Bonacini
who provided canaps. They provided participants with the opportunity to order the
featured wines.
For more information on the Cool Climate Chardonnay event, visit:
http://www.coolchardonnay.org/
The following link will provide more information on the bringing wine country to the
city event:
http://www.wineriesofniagaraonthelake.com/may18.html
10. Agritourism Programs

Introduction
The marketing plan will address the agritourism needs through a four program
approach. The definition provided in section 8.1 was used as the foundation for
creating the programs. This definition was further divided keeping in mind the
various tourism experiences in the region. The use of programs makes it more
efficient to target specific target segments based on the type of tourism experiences.
The following were the marketing programs developed to market the agritourism
sector in the SWOTC area:
Local foods
Wines and spirits
Farm experiences
Festivals, fairs and events
The division of the programs allowed the assignment of specific tactics, schedules
and budgets.
10.1.
Local Foods
The Local Food Program will revolve around promoting the culinary aspect of
agritourism as it occurs within Ontarios Southwest. Local food and culinary
experiences are an existing market segment of the tourism industry and as identified
in the market readiness matrix, many initiatives are in place throughout the region to
support the growth of this sector.
The Local Food Program will focus on promoting these five types of assets:
Farmers markets
On-farm markets
Restaurants that feature local foods
Events & Festivals with local food themes
Culinary Trails that showcase local food
Local food is not only important, its a movement. According to Mike Schreiner Vice
President of Local Food Plus, the public trend towards purchasing sustainable food
has increased 92 per cent since the beginning of 2007 6. 72% of Ontario on-farm
markets saw an increase in the number of customers visiting between 2007 and
2009.7
Local foods have many nutritional and environmental benefits. Besides these
benefits, the consumption and support of local agricultural products has a direct
multiplier effect. The position of local foods right now is that of a variation of choice
6
http://www.fcc-fac.ca/en/learningcentre/journal/stories/200801-1_e.asp
On-Farm Marketing In Ontario 2009 Report commissioned by the Ontario Farm Fresh Marketing Association
(OFFMA)
7
available for consumers; the focus of this local foods campaign will be to make local
foods the choice for consumers not just as a variation.
Local foods are already a priority for all of the DMOs within Ontarios Southwest.
Each region has developed a local food map and website and they have created
events and festivals focusing on local food. With the products in place, the next step
for this program will be working together, creating packages and promotion of local
food as one region rather than as nine individual areas. Ontarios Southwest will take
on the role of leader and coordinator for this program. Unified advertisements and
web presence will be the main tactics for the local food program. Ontarios Southwest
will need to develop advertising that encourages residents to become actively
involved in the local food program and to seek out local foods wherever they go
throughout the region. Signage will be part of the overall Agritourism project and
will not be specifically addressed for this program.
Program Goals
There are five goals of the local food campaign. They are to:
1.
Increase attendance increase the number of people who visit farm markets
2.
Increase purchases increase the overall spending on local food
3.
Increase promotion and awareness increase the cross promotion of local
food and events throughout the entire Ontarios Southwest region
4.
Increased Packaging increase the availability of packages to encourage local
food consumption and travel options
5.
Strengthen Local Supply Chain increase usage of local food in local food and
beverage establishments.
Target Market
1.
Demographic Segment
Local foods are products that are applicable to just about everyone. The International
Culinary Tourism Organization provides a graph showing how evenly split US culinary
tourists are between age groups and sexes:
http://www.culinarytourism.org/?page=valuetoyou
There is no clear group that dominates this category and therefore the campaign will
be targeted on a geographic basis.
2.
Geographic Segment
Local food is most important to those who are in close proximity to it. Ontario
Farm Fresh Marketing Association (OFFMA) reported that 90% of customers
surveyed traveled less than 45 minutes from their home to get to a farm
market9. Therefore, the campaign will be targeted at people living within
Ontarios Southwest. It will encourage travel within the DMOs and across the
region. Once the program is off the ground, the focus can be shifted to
include advertising and other marketing tactics to attract the interest of
external visitors.
Internal
External
Overseas
Year 1
H
L
L
Year 2
H
L
L
Year 3
H
M
L
Year 4
H
M
M
Year 5
H
M
M
Key Messaging
As mentioned before, all of the DMOs already have local food programs in place. The
messaging for the regional program should follow suit with similar themes. The key
messaging will focus on the benefits of buying local, specifically:
Fresh, nutritious food
High quality best tasting
Supporting local farmers
Supporting local economy
Better for the environment
Tactics
Ontarios Southwest has already undertaken a project to complete a Culinary Guide
for the region which will be one of the key pieces of marketing collateral for the local
foods campaign and therefore this section will focus on promotion tactics. This will be
done through advertising (local newspapers, magazines, and websites) and online
channels such as a website and a social media program.
Promotion:
1.
Advertising: through interviews with local Agritourism operators, advertising
was identified as the most successful marketing tactic and therefore
advertising will be the biggest component of promoting local foods. There are
different types of advertising to consider: newspapers, websites, magazines
and cross promotion with event and festivals. Regional advertising needs to
create a sense of unity by using the Ontarios Southwest brand and
showcasing operators from the whole region. An example of a regional
advertisement would highlight a particular food that is in season and then list
(OFFMA)
different farms and farmers markets in Ontarios Southwest where they can
be picked or purchased.
2.
Website: as part of the overall Agritourism website there should be a

separate portal developed specifically for local food. There are a number of
functions that are required for the website:
o Directory listing of all operators within Ontarios Southwest
o Mapping capabilities to allow visitors to easily locate farmers markets,
restaurants, on-farm markets, etc.
o Schedule of produce that is in season
o Schedule of farmers markets and other local food events
3.
Social Media: social media platforms like Facebook and Twitter are a great
place to connect with people who are interested in local food. This can be
both producers and customers. These platforms allow for more engagement
than traditional marketing channels and the engagement will build
relationships and increase word-of-mouth which is extremely important
particularly to the local food industry.
Budget
Advertising
Website
Social
Media
Total
Year 1
$25,000
$20,000
$5,000
Year 2
$20,000
$5,000
$5,000
Year 3
$20,000
$5,000
$5,000
Year 4
$20,000
$10,000
$5,000
Year 5
$20,000
$10,000
$5,000
$50,000
$30,000
$30,000
$35,000
$35,000
Implementation Schedule
The implementation plan spans five years and includes planning, developing,
launching and maintaining the Local Food Program. The majority of year one will be
focused on planning and developing the different tactics of the campaigns. Decisions
will need to be made about which publications and websites will be best for
advertising, what functionality and content are required for the website as well as a
schedule for maintaining the social media platforms. The social media plan will be the
quickest to launch and will allow for communication of the program and can keep
customers involved through the planning and development. Years two and three will
see continued promotion and maintenance of the social media and web programs. In
the fourth quarter of year three planning will begin for a new ad campaign focusing
on attracting visitors from external markets. Year four has an increased budget to
allow for a total website upgrade. After three years there will be newer functionality
that will be available as well as a complete content update to ensure the website has
the proper focus and has grown with the local food movement. Year four will include
planning for the advertising campaign focused on attracting US and other
international visitors. Year five will continue promotion to all three markets.
Feedback
It is recommend that during the fourth quarter of each year there is an annual
survey of local food producers and sellers to assess how the campaigns are working
and to see which areas need to be updated or focus needs to be altered. This can be
done through an anonymous annual survey completed online and will be a key
component to compiling Key Performance Indicators.
Year
1
Year
2
Quarter 1
Website
Planning
Social Media
Planning
Advertising
Planning
Social Media
maintenance
Print & Web
Advertising
Quarter 2
Develop Ad
Campaign
Develop Website
Content
Launch Social
Media
Social Media
maintenance
Print & Web
Advertising
Quarter 3
Launch Website
Launch Print
Advertising
Social Media
maintenance
Year
3
Year
4
Year
5
Web
maintenance
Social Media
maintenance
Advertising
Total Website
Refresh
Social Media
maintenance
Launch
advertising to
external
markets
Social Media
maintenance
Launch
advertising to
international
markets
Update web
content
Social Media
maintenance
Advertising
Social Media
Maintenance
Print & Web
advertising
Update web
content
Social Media
maintenance
Print & Web
Advertising
Social Media
maintenance
Advertising
Social Media
Maintenance
Print & Web
advertising
Quarter 4
Web
Advertising
Web
maintenance
Social Media
maintenance
Annual Survey
Social Media
maintenance
Print & Web
Advertising
Annual Survey
Social Media
Maintenance
Print & Web
advertising
Update web
content
Social Media
Maintenance
Print & Web
advertising
Social Media
maintenance
Advertising
Develop web &
ad content for
external
markets
Annual Survey
Update web
content
including
international
markets
Social Media
Maintenance
Print & Web
advertising
Annual Survey
Social Media
Maintenance
Print & Web
advertising
Annual Survey
Key Performance Indicators

Year 1
Year 2
Year 3
Attendance
Number of attendees at farmers markets
Number of attendees at on-farm markets
Number of attendees at local food events
Purchases
Dollar value spent at farmers markets
Dollar value spent at on-farm markets
Promotion
Number of advertisements placed

Number of web ad click-throughs
Number of website hits from social media
Packages
Number of packages available
Number of packages purchased
Supply Chain
Number of restaurants using local food
% of local food used in restaurants
Year 4
Year 5
10.2.
Wines and Spirits
This program consists of the following products:

1.
Local wineries
2.
Local breweries
3.
Local distilleries
Since this project deals with agritourism, it is important to note that not all local
wineries, breweries and distilleries qualify. Only those that are either located on a
farm or use locally cultivated crops are.
Wines, breweries and distilleries are becoming an important part of the agritourism
scene in Ontario. The northern shores of Lake Erie have been identified by the
Vintners Quality Alliance in Ontario as fertile and suitable areas for the cultivation of
wine grapes. To grow wine grapes requires a region to have proper climatic and soil
conditions, both of which are a great match in SWOTC region. Almost the entire
region is a suitable location for the cultivation of wine grapes, thus providing local
operators and farmers the opportunity to expand into or consider the development of
wineries in the area. Canada is becoming an internationally renowned producer of
wines; the Niagara area has an established brand worldwide. On the heels of Niagara
are the wines of Prince Edward County; an important note here is that the north side
of Lake Erie has a longer growing period, more rain and equally, if not more, fertile
soil.
Hops are the main ingredients for the production of beer. The region is well suited for
the production of hops; even within the interior regions of the SWOTC region. Hops
provide the opportunity of growing a crop which has a worldwide demand. Local
breweries and mead makers can take advantage of the access to local hops to
produce their own brews.
Distilleries have a long history in the region. Two iconic whiskies, Canadian Club and
Crown Royal, were produced (Crown Royal still is) in Windsor (Walkerville) and
Ahmerstburg, respectively. There are many other local distillers in the area including
cideries and the makers of fruit wines. A lot of distillers also combine their spirits
business with breweries.
Hence the campaign under Wines and Spirits can be divided into three distinct
genres, each with their own particularities and strengths in developing the tourism
experience within the region.
Program Goals
There are five goals of the Wines and Spirits program. They are to:
1.
Increase attendance increase the number of people who visit local wineries,
breweries and distilleries
2.
Increase overall revenue generation increase the overall spending on local
wines and spirits
3.
4.
5.

wines and spirits throughout the entire Ontarios Southwest region
Increased Packaging increase the availability of packages to encourage local
and external consumption and travel options
Strengthen Local Supply Chain increase usage of local wines and spirits in
local food and beverage establishments and events.
Target Market
1.
Demographic Segment
Age: this campaign is for adults therefore anyone + 19 year can be considered a
potential target market. Within these segments it can be assumed that the winery
tours will most likely be focused towards +25 year olds since, as a group, they are
more likely to have a car.
Gender: there is an equal split between the genders.
Income level: based on available research, it was established that about 44% of
the winery visitors have an income of over $ 90,00010, hence it can be said that this
group has a considerably high income level. No research was found on the income
level of brewery and distillery visitors.
Rural vs. Urban: this campaign can be promoted in both rural and urban areas
within the region.
Daytrip vs. Overnight stays: these trips are likely to be overnight stays, as most
people do not want to drive after a day of sampling liquor. However there are some
day trips made to these establishments.
2.
Geographic Segment
Year 1
Year 2
Year 3
Year 4
Year 5
Internal
External
Overseas
As opposed to the local foods program, the wines and spirits program should be
equally promoted to internal as well as external visitors. There arent many wine
regions in Ontario (Niagara and PEC); hence, this asset can be easily leveraged to fill
the gap. Promotion should be done equally to both markets. The focus on US
markets should be developed with proper packages and experiences.
10
Carmichael, Barbara(2005) 'Understanding the Wine Tourism Experience for Winery Visitors in the
Niagara Region, Ontario, Canada', Tourism Geographies, 7: 2, 185 204
Key Messages
The key messaging for the wine and spirits program will focus on the following:
The region is an area teeming with local wineries, breweries and distilleries.
The area is fertile for the production of crops required to produce various
types of liquors.
The area can provide visitors with an unparalleled wine tasting experience
Tactics
Based on the segmentation of the demographic and geographic markets, the
following tactics are recommended in order to promote and market the Wines and
Spirits program as part of the agritourism sector within SWOTC region:
Package:
1.
Development of various packages: the various tourism products available
in the region should be paired up with the wines and spirits. This will create
experiences that visitors will not only enjoy, but will come back for. We have
developed some preliminary ideas on expanding the packages available in the
region for tourists coming for the wine and spirits. Some of them include:
a. Chip and Sip a golf and winery package. Can be combined with
overnight stays or promoted as a day trip.
b. Marina and Wine entice boaters (Americans and Canadians) to cross
the lakes for a relaxing visit to one of the charming marinas and harbours
located across the region. Most wineries are close to the lake; hence the
distance from the marina to the winery would be quiet short. Bus or van
services running on hourly schedules could be promoted once the number
of visitors reaches a critical mass. Can be promoted as overnight stays or
day trips.
c. Wine and Dine a culinary combination. Most wineries have great chefs
on premise or can partner with local restaurants that use local ingredients
to create a symphony of taste.
d. Cycle and Wine the area has many trails and rural roads, both of which
are good for nature lovers who would prefer cycling from winery to
winery. Maps and the creation of winery specific trails would be required.
e. Beach Blanket Getaway visitors to the beaches in the region can stop
by a local winery where they can taste the wine they would like to take
with them; picnic baskets can be provided as well.
f. Birding Getaway match up enthusiastic bird watchers with wineries
close to the viewing areas. They can stop by for a drink and a quick lunch,
before heading out for some more viewing. This can also be promoted as a
weekend long package, as well as an overnight stay.
g. Cooking Classes many wineries have a chef on premise. Most food that
is served in these locations is locally sourced and creativity plays a major
role. Cooking classes that promote the pairing of local wines with various
foods can be developed as a package; featuring or only using local
ingredients is just the cherry on top.
h. Seasonal Themes packages can be developed with the message

revolving around seasons.
i. Wine Festivals wine festivals can be promoted and packaged for
overnight stays. During these festivals visitors would be involved not only
in the tasting but also get a crash course on variety of wines, production
and proper pairings.
j. Friends and Families sometimes you dont need a reason to get away
from it all. People want to enjoy a good weekend or even a day with their
friends and families, packages to address group tours should be
developed.
k. Ice Wine Festival the area is one amongst handful of locations across
the world which produces ice wine. This should be celebrated through the
creation of a package intended on promoting ice wines produced in the
area.
l. Bonding Themed Packages bachelor/bachelorette parties, girls night
out and reunions are all different types of packages which can be
developed to entice more visitors to the area.
m. Group tours packages should be developed to attract specific group
tours, some with particular needs, such as a seniors group or that of
international visitors.
Besides brewery tours and distillery tours, other liquor establishments can
develop similar packages as aforementioned. Since most breweries and
distilleries are in urban areas, day trips are most likely going to be a better
packaging fit for these.
2.
Development of new products: besides the development of packages and

programs focused on creating catered experiences for various visitors,
operators should also start thinking about the development of new and unique
products. As aforementioned, the region has very fertile land that is well
suited for the production of many agricultural products. These products
include various types of wine grapes which may allow for the production of
specialized wines such as Rose/Port wines, late harvest and ice wines. This
tactic deals more with operator information and enabling, which the resource
toolkit will address.
It is important to note that any new product to be developed will have to go
through its own product cycle of development, branding, promotion and
acceptance.
Partnership:
3.
Joining local, regional and national associations, attend conferences
and sponsor events: there are many local, regional and national
associations made up of wine makers, grape growers, brewers and distillers.
Local businesses can derive many advantages in becoming members of these
associations including being promoted in their marketing collateral, getting
access to research and mentorship possibilities, being connected to other
similar businesses, etc. Following this section of the report are some
associations we recommend businesses join, and the region to either join or
sponsor in order to increase the profile of the industry/experience within the
sector.
4.
Partnership development: the development of local B2B relations will be

instrumental to the development and success of the campaign. Buy-in from
all associated members would be required as a critical mass of products is
key when developing initial marketing messages. Other partnership
development includes mentorship programs, business and DMO relation as
well as business and RTO communication.
5.
Enabling local operators: enabling and informing local operators has to

become a tactic moving forward. Package and product development both
require information which a farmer/operator may not be aware of. Thus
enabling and informing local operators are as important as focusing energy
and research towards developing new packages and for product development.
The following should be considered:
o Information about grants
o Information on how to approach package development and program
development
o Other resources to inform operators
The agritourism toolkit will address many of these needs; continued support
should be provided for this resource.
Promotion:
6.
Internet Strategy: the Wines and Spirits program should have its own
portal within the greater agritourism or tourism website. This portal will
address the needs of visitors seeking information about this particular
agritourism program. Social media has become an efficient and inexpensive
way of communicating with target markets. Therefore the internet strategy
should have a prominent social media element to it.
7.
Public Relations Program: the wineries should supply all for the following:
o Chef and Vintner: a PR campaign or event should be developed in
order to connect local and regional chefs with the local producers of
wines, spirits and beer. They should be prominently featured in local
restaurants. A pledge drive campaign can be developed through which
local restaurants promise to maintain 10% to 20% stock of local
liquor.
o Local Corporate Events: there are many local corporations, and London
is the headquarters for most national and international businesses with
a presence in South Western Ontario. Local liquor should be promoted
to local corporations so that they buy and use them during their
corporate events and meetings.
Local Events: local liquor should be also promoted to banquet facilities,

wedding planners and other event managers; they can then promote
these to their clientele.
8.
Marketing Collateral: in order to provide visitors with the proper tools to

locate, travel to and enjoy the various experiences provided, it is important
the SWOTC board develop certain marketing materials specific to the Wines
and Spirits program. This is essential because this campaign is aimed at a
slightly different target market and there are many activities which are unique
to this program. Marketing collaterals to be considered are:
o Winery maps
o Lure Brochure based on packages
o Local/Regional Wine Magazines
o Coupons in magazines (these are traceable)
9.
Advertisements:
o In local newspapers; particularly the food or culinary sections,
editorials and regular ads
o On local TV stations and radio
o Travel magazines, radio, TV relevant to the industry
o In the newspapers and travel magazines in the GTA and GHA
Budget
Package
Development
New Product
Research
Conference
and
Memberships
Website
Social Media
PR Campaign
Collateral
Development
Ads
Total
Year 1
$10,000
Year 2
$5,000
Year 3
$5,000
$0
$5,000
$0
Year 4
Year 5
$0
$0
$ 5,000
$ 5,000
$0
$0
$5,000
$10,000
$ 10,000
$15,000
$5,000
$ 10,000
$5,000
$5,000
$ 10,000
$5,000
$5,000
$5,000
$10,000
$5,000
$0
$5,000
$5,000
$10,000
$ 10,000
$ 5,000
$0
$ 5,000
$5,000
$0
$50,000.00
$ 15,000
$50,000.00
$ 15,000
$45,000.00
$ 10,000
$45,000.00
$ 10,000
$45,000.00
launching and maintaining the Wines and Spirits Program. The majority of year one
will be focused on planning and developing the different tactics of the campaigns;
there will be a particular focus on the Public Relations campaign, as there is an
existing critical mass of businesses but a lack of awareness. The PR campaign will be
directed towards businesses, corporations and entities associated with either running
restaurants or organizing events. It takes a year or so to cultivate this relation,

hence the focus on getting the name out there.
Besides the PR campaign, year one will focus on developing new packages, which will
require research on logistics and getting buy-in from operators. Marketing tactics
including internet strategy and marketing collaterals will be developed in year one as
well.
In year two the focus will change towards product research for developing new
products, as well as packages. With collateral and new packages being developed in
year one, year two will also focus on advertising through various outlets.
Ongoing actions after year two will be focused on advertising the packages and new
products. A website refresh is targeted for Year 4 as well. Based on geographic
segmentation, the advertisement campaigns will be focused between internal and
external markets.
Feedback
survey of local wines and spirits producers to assess how the campaigns are working
Year
1
Year
2
Quarter 1
Website
Planning
Social Media
Planning
Package
development
framework
Year
3
Year
4
Year
5
Quarter 2
Package
development
Develop Website
Content
Launch Social
Media
Launch PR
campaign
Website and
Social Media
maintenance
Print & Web
Advertising
Launch new PR
campaign
Develop
framework for
new product
development
Launch
advertising in
External
markets
Web
maintenance
Social Media
maintenance
Advertising
Continue with
package
development
Launch US
advertising
campaign
Website
Refresh
Social Media
maintenance
Continue with
ad campaign
Web and Social

Media
maintenance
Continue ad
campaign
Launch new PR
campaign
Website and
Social Media
maintenance
Continue PR
campaign of the
year
Product
development
research
Launch
advertisement
campaign
Quarter 3
Launch Website
Launch Print
Collateral
development
Social Media
maintenance
Continue
package
development
Continue PR
campaign
Website and
Social Media
maintenance
Print & Web
Advertising
Update web
content
Social Media
maintenance
Advertising
Continue with
product
development
Social Media
Maintenance
Print & Web
advertising
Social Media
maintenance
Quarter 4
Web
maintenance
Social Media
maintenance
Annual Survey
PR campaign
Social Media
Maintenance
Print & Web
advertising
Web and Social

Media
Maintenance
Print & Web
advertising
Web and Social

Media
Maintenance
Print & Web
advertising
Social Media
maintenance
Print & Web
Advertising
Annual Survey
Social Media
maintenance
Advertising
Annual Survey
Social Media
Maintenance
Print & Web
advertising
Annual Survey
Web and Social

Media
Maintenance
Print & Web
advertising
Annual Survey

Year 1
Year 2
Year 3
Attendance
Number of attendees at wineries
Number of attendees at distilleries
Number of attendees at breweries
Purchases
Dollar value spent at wineries, distilleries and
breweries
Dollar value spent on local wines and spirits
Promotion
Packages
Supply Chain
Number of restaurants using local wines and
spirits
% of local wines and spirits used in
restaurants
Year 4
Year 5
10.3.
Farm Experience Program
Introduction
Agritourism is more than just purchasing the products developed on a farm; it is also
about the experience of being on a farm. The farm experience program will focus on
developing and promoting on-farm recreational and educational opportunities
throughout Ontarios Southwest.
Many farm experiences currently exist in RTO1 and include:
pick-your-own fruits and vegetables
agritainment (adventure farms with entertainment services such as mazes
and rides)
animal farms (petting farms or horseback riding)
educational programs for elementary schools
While there are farm experiences currently available in the region, there is room to
further develop unique products available in the region. The development of on-farm
roofed accommodations, on-farm dining facilities, authentic farm experiences, or
educational experiences aimed at high schools and universities are all examples of
development that would diversify the products available in the region.
Individual operators have developed their own websites and marketing tactics, and
several of the DMOs offer listings of farms that offer farm experiences; however, to
this point there has been limited action regarding the creation of packages or the
promotion of farm experiences on a regional, or even local, scale. The focus of this
program will be to promote the on-farm recreational and educational opportunities in
the region in order to increase awareness of the experiences available, and increase
the number of visits to local farms. Further development of products and packages
available throughout the region will also be a priority for this program; part of
product development will include the development of partnerships amongst
operators.
Promoting the farm experiences as a regional opportunity, rather than on an
individual basis, will help make Ontarios Southwest THE place to go for on-farm
recreational and educational experiences.
Program Goals
The following are the four goals of the farm experience campaign:
1. Increase Attendance increase the number of visits for on-farm recreational
and educational experiences
2. Increased Products and Packaging develop more on-farm recreational and
educational opportunities and increase the availability of packages to
encourage more farm visits
3. Increase Promotion and Awareness inform families and educational
institutions of the farm experiences available in the region and promote the
concept of farm experience tourism in Ontarios Southwest
4. Increase Partnerships develop partnerships among operators so that

complementary products can be marketed together and to reduce the number
of duplicate products; develop partnerships in order to create
package/itinerary opportunities; develop partnerships to overcome
infrastructure inadequacies (e.g. lack of on-farm accommodations)
Target Markets
1.
Demographic Segment
Age: The primary target market for farm experiences is families with young children.
In the OFFMA 2009 On-Farm Marketing in Ontario Report, it was found that twothirds of the on-farm market customers were between the ages of 25 and 49 11. They
noted that this was far higher than the population in Ontario and thus showed that
farms were family friendly. Many farm stay vacations in comparative regions also
focus on providing family friendly vacations.
A secondary target market includes elementary schools, school boards and teachers,
as many of the agritainment farms offer school programs for young children. This
could be expanded to include high schools and universities with agriculture
programs, if educational programming was developed that had a stronger focus on
technical farming education.
Gender: According to the On-Farm Marketing in Ontario Report, the farm visitors
surveyed were 66% female and 34% male. There was no explanation as to the
reason for the gender split. It could be assumed that since the activities are targeted
towards families that mothers are taking their children. However, this is an
assumption.
When targeting educational programs, the gender split would be equal.
Rural and Urban: Farm experiences can be targeted to both urban and rural
audiences. Urban audiences, particularly urban schools, should be targeted as this
offers an educational experience that they cannot receive in an urban setting. Urban
families should also be targeted as they may see this as an opportunity to get their
children outdoors and experiencing nature.
Daytrip vs. Overnight Stays: Many of the family oriented farm experiences offered
in RTO1 are currently day trips. The school programming is also day trip oriented.
2.
Geographic Segment
The priority geographic marketing focus will be internal, meaning that marketing
outreach will be focused on promoting to families and educational institutions located
within the region for the first two years. The 2009 On-Farm Marketing Report noted
that 67% of people visiting a farm considered themselves to be a permanent resident
11
(OFFMA)
of the area12; showing that there is a large market for promotion to internal visitors.
Many of the farm experience opportunities currently available in RTO1 are ideal day
trips; therefore, farm experiences need to target a geographic sector close enough to
day trip to a local farm. Many of the educational products currently in the region are
focused on elementary aged school children and it is unlikely that schools will want
to travel long distances with young children. Pick-your-own farms should also be
targeted towards an internal market, as people are most likely to choose to go to a
pick-your-own farm close to home. Targeting an internal audience will encourage
travel across the region and within each DMO.
In year two, marketing initiatives should be expanded to target audiences in regions
immediately adjacent to the region at a medium priority level as these areas are also
well suited to day trips.
As more products are developed for farm experiences, and overnight programming
and packages are developed, priority can be placed on external markets (those
regions outside), and eventually to US or International markets. US and International
markets will not be a high priority in the first five years.
The following chart outlines the priority of targeting internal, external and
US/International markets over the first five years:
H High Priority
M Medium Priority
L Low Priority
Year 1
Internal
H
External
L
Overseas L
Year 2
H
M
L
Year 3
M
H
L
Year 4
M
H
M
Year 5
L
H
M
Key Messaging
As there are two key audiences, families and schools, key messaging will be
developed for each of these markets.
For families the key messaging will focus on the benefits of choosing an on-farm
experience for a family outing, specifically:
Family fun
Hands on learning for children
Supports local economy and local farmers
Both daytrip and overnight opportunities
For schools, the key messaging will focus on the benefits of choosing on-farm
experiences when looking for class field trips, specifically:
Educational programming
12
(OFFMA)
Pre-developed itineraries
Hands on experiences for kids
Tactics
The following tactics are recommended in order to promote and market the Farm
Experience program as part of the agritourism sector within the region:
Package:
1.
Development of Various Packages: the various tourism products available
in the region should be paired up with the on-farm experiences. We have
developed some preliminary ideas on expanding the packages available for
visitors seeking on-farm experiences. Some of them include:
o Agritainment and Pick-your-own farms
develop packages that connect agritainment/adventure farms
with other childrens activities in the region (e.g. ecoadventures, childrens theatres, railway experiences, etc.).
develop packages related to the farms products, e.g.
Pick-your-own fruit and jam or pie-making class
Visit a garden centre on a farm and take a floral
arrangement class
o Camping and Agritainment develop packages that offer camping
and other outdoor experiences in combination with on-farm
experiences.
o Seasonal Experiences develop farm packages around seasons
(e.g. apple blossom season, pumpkin season). Connect these with
local festivals/events.
o Farm Holidays create farm holiday packages by pairing farm
experiences with overnight accommodations and other local
opportunities (hiking, biking, spas, golf, etc.).
o Educational Packages develop half day, full day, over night and
multi night educational packages/itineraries:
Connect farms within the area that offer different educational
experiences (e.g. a dairy farm, goat farm and fruit farm).
Connect the farm experience with the selling experience (e.g.
wholesale selling)
o Event Packages develop packages for special events, e.g. weddings
or birthday parties.
o Group Tours packages should be developed to attract specific group
tours. These could be developed around themes, for example, exotic
animals, sustainable farming practices, ethnic foods, or historic farms
and museums.
2.
Development of new products: operators need to begin to develop new

and unique products. The region has on-farm recreational and educational
experiences currently available, but there is room for product development.
The following are examples of potential areas for product development:
There is room to develop the educational products available in the region.

Currently the focus is on providing educational experiences for elementary
schools. Technical farm learning experiences could be developed that would
target high schools and universities. These products have the potential to be
both day trip and overnight experiences.
Day trips currently dominate the on-farm experiences and there is room for
the development of overnight products. Authentic farm experiences, such as
multi-day farm stay holidays, are lacking in the region. This type of
experience may require the development of on-farm accommodations, or
partnerships with local accommodations.
Farms could offer a greater variety of activities so that visitors will be enticed
to stay longer than a few hours. Pick-your-own farms could combine picking
with culinary classes on jam or pie-making. This would create a more
interactive experience for visitors. Farms could also explore the development
of more on-farm facilities, for example, on-farm dining facilities or facilities
for on-farm events such as weddings.
Partnerships:
3.
Partnership Development:
o B2B
B2B relationships are important to the development of on-farm experiences in
the region. Product development and packages are import aspects of this
program, and will require buy-in from associated operators. Partnerships
amongst local farmers will also prevent duplication of services and the
opportunity to develop complimentary services. Partnerships also offer the
opportunity for farms offering similar service to idea share, provide inspiration
and support, etc.
o Mentorship
For farms looking to get into the on-farm experience field, mentorship should
be available to help them access the right information; develop the right
partnerships, etc. This also provides the opportunity for information sharing,
networking, and access to a lot of experience.Partnering with organizations
like the Ontario Farm Fresh Marketing Association or other organizations that
can provide information on starting a business in this field.
o With Educational Institutions
Partnering with school boards/schools to offer various educational packages
should be encouraged.
o With Wedding/Event planners
Partnerships should be encouraged between farmers and event or wedding
planners so that they recommend the area to their clients when looking for a
place to host an agriculturally-themed event. There are farms in RTO1 that
have wedding/banquet facilities available.
4.
Attend conferences, workshops, tradeshows: Attending these events will

allow farmers to connect and learn from one another. These events allow for
research on what other farms are doing, and the ability to ask potential
visitors for what they are looking for in an on-farm experience. This will lead
to more product development and partnerships, which are both goals of this
program.
5.
Enabling local operators: An important tactic moving forward is enabling

and informing local operators. Package and product development both require
information which a farmer/operator may not be aware of. Thus enabling and
informing local operators are as important as focusing energy and research
towards developing new packages and for product development. The following
should be considered:
o Information about grants
o Information on how to approach package development and program
development
o Other resources to inform operators
The agritourism toolkit will address many of these needs, continued support
should be provided for this resource.
Promotion:
6.
Website: There should be a separate portal for farm experiences on the
Agritourism website in order to promote to and educate visitors on farm
experiences in the region. This website would require the following functions:
o Directory listing of all operators sorted by type of operation
o Mapping capabilities that allow visitors to easily find pick-your-own
farms, adventure farms, farm events, etc.
o Schedule of in-season produce and pick-your-own farms offering the
in-season produce
o Schedule of on-farm events throughout the region
o Listing of packages and local accommodations
7.
Social Media: Word of mouth is an important aspect of advertisement for

farm experiences. Social media, like Facebook and Twitter, offer the
opportunity for word of mouth advertising to take place. Highly targeted niche
campaigns can also be run through social media.
8.
Marketing Collateral: The region will need to develop marketing materials

in order to provide visitors with the tools they require to participate in the onfarm experiences that Ontarios Southwest has to offer. Marketing collaterals
to be considered are:
o Various maps - Pick-your-own maps, adventure farm maps, maps of
farms offering holiday stays
o Lure brochure based on the packages developed. A specific lure
brochure could be made for educational farm experiences that can be
sent to external school boards, teachers, etc.
o Coupons (these are trackable)
o Advertisements for local magazines, newspapers
9.
Advertisements: Various types of advertising should be considered for the

farm experiences program. Advertising could include:
o In local newspapers
o On local TV stations and radio
o Educational magazines
o Internally at all festivals, local businesses, information booths, etc.
Budget
Website
Social Media
Product
Development
Package
Development
Marketing
Collateral
Partnership
Development
Advertising
Total
Year 1
$10,000
$5,000
$5,000
Year 2
Year 3
Year 4
Year 5
$2,500
$5,000
$10,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$0
$0
$0
$2,500
$2,500
$2,500
$2,500
$0
$5,000
$5,000
$5,000
$5,000
$0
$25,000
$5,000
$35,000
$12,500
$40,000
$12,500
$35,000
$12,500
$35,000
launching and maintaining the Farm Experience Program. Year one will focus on a
social media campaign, launching a farm experience website, and product and
package development/research. The functionality and content of the website will
need to be determined along with a schedule for the social media campaign. Product
development research will take place during this first year to determine the types of
products suitable to the region and will require getting buy-in from operators.
Internal audiences will be the focus during year one. During year two there will be a
focus on product development and the development of marketing collateral and
advertising will begin. Package development and partnership development will also
be important during year two. During this time there will be continued promotion and
maintenance of the social media and web programs. Internal audiences will still be
the primary focus at this point, but external audiences adjacent to the region 1 will
also be targeted at the end of year two.
Years three to five will see an emphasis on advertising, as the focus shifts away
from product development and towards advertising the new packages and products.
The focus will be on both internal and external markets at that point.
Feedback
survey of local farm experience operators to assess how the campaigns are working
Year
1
Year
2
Year
3
Year
4
Quarter 1
Website
Planning
Social Media
Planning
Package
Development
Framework
Product
Development
Framework
Website &
Social Media
maintenance
Marketing
Collateral
Development
Web
Advertising
Product
Development
Web
maintenance
Social Media
maintenance
Advertising
Partnership
Development
Package
Development
Year
5
Quarter 2
Develop Website
Content
Launch Social
Media
Package
Development
Product
Development
Research
Website
Refresh
Social Media
maintenance
Continue with
ad campaign
Continue with
product
development
Social Media
maintenance
Continue ad
campaign
Continue
product
development
Quarter 3
Launch Website
Social Media
maintenance
Package
Development
Product
Development
Research
Social Media
maintenance
Advertising
Product
Development
Partnership
Development
Update web
content
Social Media
maintenance
Advertising
Social Media
Maintenance
Print & Web
advertising
Continue with
partnership
development
Web & Social

Media
Maintenance
Print & Web
advertising
Continue
partnership
development
Quarter 4
Web
maintenance
Social Media
maintenance
Annual Survey
Social Media
maintenance
Partnership
Development
Product
Development
Develop web &
ad content for
external
markets
Social Media
maintenance
Advertising
Continue with
package and
product
development
Social Media
Maintenance
Print & Web
advertising
Update web
content
Social Media
Maintenance
Print & Web
advertising
Social Media
maintenance
Advertising
Annual Survey
Launch
advertising to
external
audiences
Web & Social

Media
maintenance
Advertising
Annual Survey
Social Media
Maintenance
Print & Web
advertising
Annual Survey
Social Media
Maintenance
Print & Web
advertising
Annual Survey

Year 1
Year 2
Year 3
Attendance
Number of attendees at on-farm recreational
experiences
Number of attendees at on-farm educational
experiences
Products and Packages
Number of on-farm recreational opportunities
Number of on-farm educational opportunities
Promotion
Partnerships
Documented farm partnerships
Additional on-farm accommodations
Year 4
Year 5
10.4.
Festivals and Events
Festivals are a celebration of a communitys spirit, pride and ingenuity; a celebration

of things done well and things much appreciated. They are a kaleidoscope of the
communitys identity and key attractors. The region has a rich agricultural heritage.
From the inception of the country, the area has been a major supplier of what gets
put on a Canadian table. With such a strong agricultural heritage and history, it is no
surprise that the region hosts a collection of nearly 500 agriculture or related themed
festivals.
In economic terms, festivals attract both locals and tourists while still promoting local
businesses and assets. Festivals and events are in their own right powerful
marketing venues and can be (are) leveraged to promote local products and
businesses. There are many local agritourism related festivals and events which have
been ongoing for decades and draw visitors from across the region and province.
There is a critical mass of festivals and events; hence the development of new
product is not an issue in this program.
Program Goals
There are three goals of the Festival and Events program. They are to:
1.
Increase attendance increase the number of people who come to local
festivals and events
2.
festival and events throughout the entire Ontarios Southwest region
3.
Strengthen local partnerships increase the interconnectivity of festival
organizers in order to encourage cross promotion and usage of local wines
and spirits in local food and beverage establishments and events.
Target Market
1.
Demographic Segment
Due to the fact that there are so many agritourism related festivals and events in the
region, the demographic segment of the target market would include most
demographic and income groups.
2.
Geographic Segment
Year 1
Year 2
Internal
H
H
External
M
M
Overseas L
L
Year 3
H
H
L
Year 4
H
H
M
Year 5
H
H
M
Key Messaging
There are many local festivals and events featuring local agricultural themes
and history
The events are diverse and located all over the region
Tactics
Partnership:
1.
Communication amongst organizers: there is a critical mass of festival
and events in the region. Due to the size of the area, it is possible that many
festivals and events may occur at the same time. Communication amongst
festival and event organizers is critical. By developing proper communication
channels, organizers can learn from each others experience as well as make
sure that events are spaced out rather than have a number of events
occurring one weekend and none the next weekend.
2.
Cross promotion: the most likely visitor to festival and events are parties
who already attend these events; therefore, the easiest venue for advertising
to this target audience is at festivals and events. Having brochures and
posters at a festival that promote the following weeks festival in the region is
the best way of marketing directly to the target market.
Promotion:
3.
Website: festivals and events need to be promoted online. The internet has
become the default venue for marketing not only festivals but all the various
facets of tourism. The region should promote the festivals and events
prominently as part of their internet strategy. Social media has also become
an equally important part of the internet strategy and are great ways of
spreading the message about festivals for free. Therefore the use of social
media is a necessity to promote this campaign.
Important distinction on the internet strategy for this program is the need for
a calendar of events and the ability of people to buy tickets online.
4.
Marketing Collateral:
o Create regional festival maps
o Coupons these are trackable
o Brochures and posters for various festivals and events
5.
Advertisements:
o TV relevant to the industry, radio.
o Internally at all festivals, local businesses, information booths, etc.
Budget
Year 1
Year 2
Year 3
Year 4
Year 5
Advertising
$5,000
$20,000
$20,000
$20,000
$20,000
Website
$10,000
$5,000
$5,000
$5,000
$5,000
Social Media
$5,000
$5,000
$5,000
$5,000
$5,000
Marketing
$5,000
$ 2,500
$ 2,500
$ 2,500
$ 2,500
collateral
Partnerships
$0
$ 2,500
$ 2,500
$ 2,500
$ 2,500
Total
$25,000.00
$30,000
$30,000
$30,000
$30,000
The focus of this campaign is more about creating awareness and advertising. Local
community members are unaware of the various festivals and events in the region;
hence the focus will be on advertisements. Partnership development is crucial;
however, the organization can only play an advocacy role.
Year one will consist of the development of marketing tools. Year two onwards the
focus will be on advertising.
Year
1
Year
2
Quarter 1
Website
Planning
Social Media
Planning
Advertising
Planning
Year
3
Year
4
Year
5
Play advocacy
role in
partnership
development
and cross
promotion
Social Media
maintenance
Print & Web
Advertising
Web
maintenance
Social Media
maintenance
Advertising
Web
maintenance
Social Media
maintenance
Advertising
Web
maintenance
Social Media
maintenance
Advertising
Quarter 2
Develop Ad
Campaign
Develop Website
Content
Launch Social
Media
Social Media
maintenance
Print & Web
Advertising
Quarter 3
Launch Website
Launch Print
Advertising
Social Media
maintenance
Update web
content
Social Media
maintenance
Advertising
Update web
content
Social Media
maintenance
Advertising
Update web
content
Social Media
maintenance
Advertising
Quarter 4
Web
Advertising
Web
maintenance
Social Media
maintenance
Update web
content
Social Media
maintenance
Print & Web
Advertising
Social Media
maintenance
Advertising
Social Media
maintenance
Advertising
Social Media
maintenance
Advertising
Social Media
maintenance
Print & Web
Advertising
Annual Survey
Social Media
maintenance
Advertising
Develop web
Social Media
maintenance
Advertising
Develop web
Social Media
maintenance
Advertising
Develop web

Year 1
Year 2
Year 3
Attendance
Number of attendees at festivals and events
Promotion
Number of brochures handed out promoting
other events
Partnerships
Number of events with cross-promotional
activities
Number of events with local foods, wine and
spirits featured
Year 4
Year 5
11. Marketing Plan

11.1.
Packages
There are five main steps used to develop a package this information was derived
from Product Packaging as published by the Government of Nunavut available at:
http://www.iti.gov.nt.ca/publications/2008/tourismparks/ProductPackaging.pdf
Step 1: Determine your goals and objectives
These are usually one or many of:
Bring new visitors to the region
Develop new markets
Diversify your products
Increase income
Partnering with events or festivals
Diversifying economic development in the community
Step 2: Identify strengths and opportunities in the region
Using the inventory of the existing assets in the region to identify attractions will
assist the region in finding potential partnership opportunities. Once this has been
reviewed, create an inventory of the resources in the region that would be suitable to
be part of the package. Each program section has outlined potential packaging
opportunities.
Step 3: Identify the target market
Identify as specifically as possible what the expected markets for the package are.
Figure out their origins, demographics and motivations. The market positioning
usually refers to the demographics of your target market, and making sure that their
expectations are met, and that the quality of the services they receive are of the
level that is expected. If one experience has to be substituted by another, they
should be of a similar quality, to ensure consumers are not surprised by substitutions
that are not in line with what is promoted.
Step 4: Find operations that make beneficial partners and create the package
Decide on what the focus of the package will be, looking at the following points:
Determine the theme
Give a name to the package that will convey the experience you are offering
Determine the sectors of the industry that can be built into your package such
as attractions, accommodations, tours, etc.
Draft a number of activities using the combination of industry sectors that will
best provide the experience to the market you are targeting.
Ensure that the package is attractive, feasible, profitable and sustainable.
Once these have been determined, approach businesses in the area with compatible
products. Focus on finding partnership opportunities that will allow each operator to
focus on their basic products and services and then collaborate with others to make
each business more appealing to the target market. This will share the expertise of
each operator, allowing them to focus on what they do best, in turn, offering better
experiences to the clients.
Make sure that the product is market ready before promoting it. Criteria for market
readiness status are discussed in section 12.1.
In order to develop a successful package:
Plan the package far enough ahead in order to ensure no important aspects
are overlooked
Build the package around a core attraction or activity that is of interest to
your target market
Ensure the package is priced competitively
Package activities and services that are compatible, based on the market you
expect to attract
Ensure that quality can be maintained
Pay attention to detail
Communicate clearly what the package entails to avoid surprises
Step 5: Promote Package
Use the recommendations made under section 10 and 11.3 to advertise the packages
through various mediums.
For additional information please refer to:
Tourism South Australia
http://www.tourism.sa.gov.au/WebFiles/IndustryDevelopment/Creating_a_Tourism_
Package.pdf
SME Toolkit South Africa
http://southafrica.smetoolkit.org/sa/en/content/en/6145/Developing-a-tourismpackage
Thunder Bay Tourism
http://thunderbaytourismpartners.blogspot.com/2010/11/developing-packages-thatdeliver-added.html
11.2.
Partnerships
The Tourism Action Society of the Kootenays commissioned a research study on the
value of partnerships in the tourism industry. This study revealed characteristics of
successful partnerships as:
Common interests and goals
Equal and clearly understood benefits accruing to all participants
Trust
Commitment
Planning
The same study discovered partnership can take many forms and have a variety of
objectives. Partnerships can take the form of strategic alliances, joint ventures, cooperatives or collaboration. They can be formed for the purposes of promotion,
marketing and positioning; packaging and product development; research and
advocacy; training; transportation and infrastructure development.
The SWTOC region, spanning 7 counties and 4 separated cities, has a diversity of
product offerings and approaches to tourism and product marketing. However, the
entire region offers local food initiatives, farmers markets, orchards, on-farm
marketing and other agritourism offerings. Consistent positioning of the region by
SWOTC, destination marketing organizations, municipalities and industry as an
agritourism destination will strengthen the marketing efforts and market position of
the region in the minds of visitors. This positioning can be further strengthened
through the development of agritourism product packages connecting destinations
across the region.
Consultations conducted for this project revealed the need for product development
and the opportunity to draw visitors across the region to experience a variety of
activities. Consultations and other research conducted indicates the region has
opportunities to develop on-farm roofed accommodations (bed and breakfasts and
guest houses), on-farm dining facilities as well as wineries, breweries and other
businesses centred on specialty agricultural crops. Private sector partnerships along
with provincial and federal government assistance can assist in developing these
opportunities. The SWOTC board might have a role to play in matching local
businesses with appropriate funding agencies to realize these opportunities.
There are numerous agencies in Ontario conducting research and advocating on the
behalf of tourism and agritourism in the province. These agencies range from the
Ministry of Tourism and Culture to the Friends of the Greenbelt Foundation. The
region now has an opportunity to leverage the many industry operators and
municipalities that comprise the SWOTC and advocate for tourism and agritourism
activities in the region.
An OECD conference on partnerships in tourism found that partnerships were most
likely to form for the purposes of marketing but were particularly important in the
areas of employment and education. In the development of the Integrated Local

Labour Market Plan, the Peterborough Workforce Development Board realized that
service excellence was a requirement for a successful tourism industry and that
many candidates for employment were lacking essential skills, including customer
service, for successful employment in the industry. The Workforce Development
Board is working with local government agencies, destination marketing
organizations and industry to develop and implement training programs to ensure
consistent, high quality service across the region.
For the purposes of this report, partnerships to be developed in the region have been
divided into three categories:
Local partnerships to assist in the implementation and delivery of agritourism

programming in the region. These partnerships may also serve to:
o strengthen the brand and positioning of the region through the
alignment of their own marketing materials;
o assist with product development through expansions, attracting
investors or developing joint ventures; and
o contribute to research and advocacy efforts in the region through
support to visitor surveys or sharing their own visitor information.
External partnerships to provide funding support for infrastructure (such as
signage), marketing, brand development and product development
Rural-Urban partnerships to connect retailers, processors and food
establishments with producers to build the local agricultural economy.
Local Partnerships:
Across the region there are dozens of individual businesses, festivals and events
furthering the agritourism product offerings. These businesses and organizations are
key points of contact for the SWOTC board in the efforts to develop agritourism
product offerings, strengthen brand positioning and conduct agritourism related
research. The organizations discussed here might be locally based, deliver local
programming or have access to local members; all of which can support the board in
building and developing relationships throughout the region.
1. Accommodations:
Consultations have raised the issue of a lack of agritourism related accommodations
across the region. The following agencies might assist in market research as well as
attracting investment or support funding to the region.
Ontarios finest inns This organization promotes Ontarios Inns and spas,
two of which can be found in the region. They are both in Port Stanley. In
addition to their potential as a promotional partner, they have a regional
travel guide and getaway bundled packages, they might offer advice to
investors or owners or new Inn owners.
Federation of Ontario bed and breakfast accommodation While this
federation offers marketing opportunities for bed and breakfasts
accommodations in the region, they also have listing of accommodation
properties for sale as well as workshops for those considering opening a bed
and breakfast. The region could partner with the federation to host a bed and
breakfast workshop in the area and use it as an opportunity to promote to
potential investors. The region should seek to cross post website information
and align the messages found in the websites pages highlighting individual
bed and breakfast associations. While there are bed and breakfast
associations for Ontarios South Coast (Haldimand and Norfolk Counties) and
Oxford County the remaining counties in the region should be encouraged to
organize bed and breakfast associations.
Ontario restaurant, hotel and motel association ORHMA represents over
4000 hospitality sector businesses in Ontario. Membership offers marketing
opportunities, but perhaps more importantly training opportunities. The
SWOTC board should negotiate with the association to bring training
opportunities to the region with the goal of improving customer service and
visitor satisfaction.
2. Food Festivals:
Ontario is host to numerous food festivals and events promoting local chefs,
restaurants, craft breweries and wineries. While some of the events listed below are
not hosted in the region, they still offer tremendous opportunity to market local food
and agritourism opportunities to visitors and investors alike.
Sial Canada The Cuisine Sial Canada, with over 500 exhibitors or agribusiness professionals, chefs and food associations this show offers
tremendous opportunity to market the region and its products, network with
potential investors as well as connect with innovations in the industry and
learn how others are building their agri-businesses. The show provides the
opportunity to network with funders including trade and investment
consultants from both OMAFRA and Agriculture and Agri-food Canada.
Good Food Festival (Mississauga) The Good Food Festival is one of Canadas
largest exhibitions showcasing local talent and cuisine. While the show is held
outside the region it still provides opportunity to promote the region to
visitors and network with potential investors.
Food and Drink Festival (Hamilton) Hosted in Hamilton, The Food and Drink
Festival attracts visitors from the SWOTCs target market urban dwellers
within 150km of their destination. Residents of Hamilton represent one of the
largest markets of potential visitors to the region. This show is an excellent
opportunity to promote the region and its agritourism opportunities.
London International Food Festival (canadasbiggestparty.com) London and
Windsor are prime markets for agritourism visitors in the region. As they are
located within the region, it is these residents that are most likely to take day
trips to experience local food and other agritourism products. The SWOTC
board should consider participating in the festival to promote the local
agritourism experience.
Festival Epicure (Windsor) Windsor is the western anchor to the region
supplying visitors to Essex, Lambton and Chatham-Kent. With core strength
in wineries, the region stands to benefit from additional agritourism
opportunities in the area. The festival should be used to promote the entire
region to both residents of Windsor and American visitors to the show.
3. Food Marketing:
The agencies discussed here are mandated to promote and advocate for local
producers and local food establishments. As such their primary benefit to the region
is their ability to reach a broad audience of potential agritourists. However, through
the associations memberships, there are also opportunities to connect with potential
investors and additional advocates for local food.
Southwest Ontario Vintners Association (SWOVA) Aside from promoting the
wineries in the area, SWOVA presents a history of wine making in the region
and could act as an agent to promote investment in wineries in the area. The
region should discuss this possibility with SWOVA.
Ontario Craft Brewers While the role of Ontario Craft Brewers is essentially
marketing and promotions of the industry and breweries in Ontario, they
could potentially extend their services taking a role in promoting investment
in craft breweries in Ontario. The SWOTC board should open discussion with
them with this goal in mind.
Foodland Ontario and Savour Ontario Through the use of Foodland Ontario
promotions and branding materials, food establishments and vendors can
identify themselves as vendors of Ontario grown food and food products. This
is particularly useful for local produce being sold in retail outlets as well as
farmers selling at farmers markets. In reviewing the website it is apparent
that Foodland Ontario promotes food initiatives in specific areas in the
province with current profiles for Prince Edward and Hastings Counties.
Savour Ontario focuses on featuring restaurants that serve local food while
also promoting culinary events in Ontario. The region should work towards
the use of regional branding with organizations that promote local food on a
provincial level. As an example, restaurants profiles should clearly indicate
they are located in Southwest Ontario in order to reinforce the brand.
4. Agricultural and Agri-business Support:
Alliance of Ontarios Food Processors AOFP provides excellent resources for
food processors including research studies, food safety information and
workforce development tools and workshops. The region should be seeking to
host events and workshops conducted by the alliance as a way to promote
the region to food processors throughout Ontario.
Canadian Restaurant and Foodservices Association CRFA conducts an
annual chefs survey of more than 400 chefs across the country. This survey
highlights hot trends in culinary themes and menus as well as identifying
menu items that are likely to be the next hot trend.
Regional economic development offices The economic development offices
throughout the region have strong connections with their businesses including
restaurants, tourism operators and farmers. These offices work towards
strengthening business networking and providing support to their businesses.
They will be invaluable partners in implementing a regional agritourism

strategy.
Federations of Agriculture The Ontario and regional Federations of
Agriculture have strong connections with the agricultural community and
excellent resources and contacts at the provincial and federal level. The
combined organizations act as advocates for agriculture and agri-business
and provide learning workshops and conferences that can provide insight into
starting and operating an agri-business.
Ontario Farm Fresh Marketing Association The OFFMA works to promote
farms, agritourism destinations, markets, wineries and other on-farm
marketing activities to consumers and visitors of these activities. The
association is also actively engaged in conducting annual surveys to
understand both the supply (farmers and agritourism operators) and demand
(visitors) sides of the agritourism market. These annual surveys provide
valuable information in understanding the market and opportunities for
new/additional agritourism products.
External Funding Opportunities

There are a number of external funding opportunities that can be explored for
agritourism activity in the Southwest Ontario Tourism Corporation (SWOTC) region.
The financial tools and investment attraction organizations outlined in this section are
categorized by:
Marketing and Promotion of Agritourism

Agritourism Product Development
Agritourism Organizational Capacity Building
Investment Attraction
1. Marketing and Promotion of Agritourism:

Ontario Market Investment Fund (OMIF)
The OMIF is a $12 million, four year fund, announced in 2008 aiming at the
promotion of consumer awareness of Ontario-produced foods to encourage residents
of Ontario to buy locally. An objective of the OMIF is to improve consumer access to
locally produced food by supporting industry and local food network marketing and
coordination efforts. Eligible applicants include: strategic alliances between
individuals, businesses, farmers, processors, community organizations including notfor-profit and/or municipalities; agriculture and food industry associations, including
food and retail and the foodservice industry are eligible, as well as, groups comprised
of two or more partner organizations or businesses, including at least one food
producers or processor. Individuals are individual businesses are not eligible to apply
as sole applicants.
Projects that have received funding under this program in the SWOTC region include
the Buy Local maps for Chatham Kent, Essex County and Oxford County. In the
case of Essex County, the applicant was the Essex Federation of Agriculture, an
organization that aims to create closer relationships between consumers and the
Countys agricultural community. In the case of the buy-local map for Essex, the
Province of Ontario contributed $21,000 to this project through the OMIF.
The deadline to receive funding through this program is March 31st 2012.
More information on the OMIF can be found at:
http://www.omafra.gov.on.ca/english/food/domestic/omif/omif.html
Tourism Development Fund
Through the Ministry of Tourism and Culture, the Tourism Development Fund
supportive tourism investment, product development and industry capacity building.
The objectives of the fund include the support, creation or revitalization of tourism
attractions, sites and experiences, support for innovation product development for
emerging sectors that have demonstrated market potential, to enhance the quality of
tourism services, businesses and practices through training and the assist with
tourism planning and capacity support to ensure that the tourism industry is well
positioned to make future strategic decisions, address issues and opportunities.
Eligible applicants include tourism associations, economic development corporations,
municipalities, tourism businesses and organizations interested in undertaking
tourism-related initiatives which support industry and increased visitation. Projects
related to tourism planning, tourism training, product and experience development
and activities that support tourism investment or reinvestment are eligible for
funding. One of the key characteristics of a project funded by the Tourism
Development Fund is that there is a demand for the project and targets key Ontario
markets. The project also has to be sustainable and supported by local or regional
partners. Applications are accepted and evaluated throughout the year. New program
information will be available in Spring 2011 on the MTC website.
More information about the Tourism Development Fund can be found at:
http://www.tourism.gov.on.ca/english/IDO/tdf.htm
Ontario Craft Brewers Opportunity Fund (OCBOF)
The Ontario Craft Brewers Opportunity Fund is a 4 year, $8 million financial
assistance program that builds on the Ontario Microbrewery Strategy that provides
financial assistance to the Ontario Craft Brewers Association for marketing, training
and other promotion activities for small brewers in Ontario. The OCBOF was launched
in 2008-2009 and ends in 2011-2012. There are 40 licensed small brewers with
operations across Ontario who are eligible to participate in the OCBOF. These small
brewers must have an annual worldwide production of beer of 300,000 hectolitres of
less in the previous fiscal year to be eligible for funding. The objectives of the fund
are to create jobs and economic activity in brewers local community and the
promotion of the agricultural economy. Licensed Ontario small brewers will be eligible
for grants of up to 6 cents per litre for sales of their craft beer in Ontario to a
maximum of $1 million per brewery annually.
More information on the OCBOF can be found at:

http://news.ontario.ca/medt/en/2008/09/ontario-craft-brewers-opportunityfund.html
2. Agritourism Product Development:
Ontario Community Futures Development Corporation (CFDC) Small
Business Loan Program
The Ontario Small Business Loans program, administered through the Ontario CFDC
offices across the province is another source of funding for small agritourism
businesses. The Government of Canada funding, distributed by the CFDC provide
local investment funds to help finance new or existing small businesses for start-up,
expansion or stabilization plans to help maintain and create jobs. The loans are
repayable up to $150,000 on commercial terms through loans, loan guarantees or
equity investments when financial from other sources is insufficient. The decision to
provide funding to an entrepreneur or small business is made at the community level
by the local CFDC board of directors.
An example of how the small business loans program benefited a small business
related to agritourism in Ontario can be found in Muskoka, where the Muskoka
Cottage Brewery received small business loan support to build up the business. Since
its inception, the brewery has been able to grow, survive and build awareness of its
brands in an extremely competitive beer marketplace. Beers produced by Lakes of
Muskoka Cottage Brewery have pushed out well-established international brands at
various beer competitions. While this business isnt directly on a farm it is an
applicable example of how the small business loans program can be used and
transferred to businesses in the SWOTC region.
More information on the Small Business Loans Program can be found at:
http://ontcfdc.com/frame5d.asp?Code5=416
Sand Plains Community Development Fund
The Sand Plains Community Development Fund is an application-based program to
assist rural communities in the tobacco-growing region of Ontario (Counties of Brant,
Elgin, Middlesex, Norfolk, and Oxford) to transition to non-tobacco based economy.
While it doesnt cover all counties in the SWOTC region, it still offers a means for
some of the counties to access capital and community development support. The
fund is intended for community initiatives which support regional development;
stimulate business and investment and job creation.
Agri-business/agri-food and tourism are two priority areas identified as areas for this
fund to support. Eligible applicants include private enterprise, community
organizations, not-for-profit organizations, co-operatives, social service institutions,
business organizations and municipalities. Under the first category of funding: Access
to Capital, the applicant is eligible for a loan of up to $250,000 under the Sand Plains
Fund, the terms of the loan are applicant specific. The application is made to the
regional Community Futures Development Corporation. Under the second category of

funding: Community Development Support, eligible applicants can access nonrepayable contributions for not-for-profit projects that explore and expand innovative
opportunities in sustainable community and regional development. The priority areas
for this category of funding also include agribusiness/agri-food and tourism. For all
projects, support from the Sand Plains fund is 85% of the total project cost. The
remaining 15% or more being non-government contribution to the project in cash or
in-kind. Eligible applicants for this category are community organizations, not-forprofit organizations, co-operatives, social services institutions and municipalities.
An example of an agritourism opportunity funded by Sand Plains includes the South
Coast Wineries project, aims to support the start-up of the Ontario South Coast
Wineries and Growers Association. The project aims to support wineries and growers
in the region to work together to promote agritourism opportunities. The association
aims to develop a feasibility plan for the development of new wineries in the Sand
Plains region, evaluate growing conditions and establishing a VQA designation for the
region.
More information on the Sand Plans Community Development Fund can be found at:
http://www.sandplains.ca/home.asp
Canadian Agricultural Adaptation Program (CAAP)
The Canadian Agricultural Adaptation Program (CAAP) is a five-year (2009-2014)
fund that is intended to facilitate the agriculture, agri-food and agri-based products
sectors ability to capture opportunities, respond to new and emerging issues, and
the pilot solutions to new and ongoing issues in order to help it adapt and remain
competitive. The value of the program over the five year period is $163 million with
$28.1 million assigned to Ontario specific projects. The funding is allocated on a firstcome first-serve basis given to applicants who have secured at least 15% industry
contribution (cash or in-kind). The maximum government funding (federal,
provincial, and municipal) for projects under this program will not exceed 85%.
Organizations and associations, cooperatives, marketing boards, for-profit
companies, aboriginal groups, and individuals can apply to the program for financial
assistance.
The program seeks to support the groups listed above in capturing opportunities
through developing a new idea, product, niche or market opportunity to benefit the
agriculture sector. The second type of qualifying project addresses issues that were
not of concern previously and the third type of project eligible for funding are those
that tests ways of dealing with new issues, or finds new ways to deal with existing
issues.
Canadian Dairy Commissions Matching Investment Fund (MIF)

The Canadian Dairy Commissions Matching Investment Fund is a three year fund
designed to encourage growth and innovation in the manufacture and use of
Canadian dairy products and ingredients. Over the three year period, $6 million is
allocated to provide assistance with a range of product development activities. Those

eligible for this fund include registered Canadian companies and recognized food
technology centres (FTCs) that develop, manufacture or use Canadian dairy products
and ingredients.
To quality for assistance under this program, businesses/FTCs must undertake
product development consultation in areas such as management, marketing, dairy
and food science and food processing. The second eligibility area includes project
development activities related to product analysis, trials, technology transfer, such
as adoption of new or existing technologies.
The assistance available for companies that apply to the fund includes the receipt of
$50,000 for consultations and $250,000 for product development which needs to
be matched in cash or in kind by the applicant business. Small businesses (under 25
employees) with a consultation project not exceeding $5,000 in costs are exempt
from matching the funds. Application for this fund opened in August 1st 2009 and
closes July 31st 2012.
More information on the Canadian Dairy Commissions Matching Investment Fund
can be found at: http://www.omafra.gov.on.ca/english/food/industry/cdc-matchinv-fund.pdf
3. Agritourism Organizational Capacity Building & Development:
VQA Wine Support Program
The Province of Ontario, through the Ministry of Economic Development and Trade
SME Policy and Outreach Branch is supporting wine growers through the five year
(2010-2014) VQA Wine Support Program. The province has allotted $6 million per
year over five years. The objective of the program is to encourage wineries to
undertake new or expanded activities to grow their VQA business and be more
competitive in the wine and grape industry. To be eligible for support through this
program a winery must be: a licensed winery, or a corporation with a controlling
interest in one or more wineries, have production and sales in Ontario, be a validly
existing entity, and have appropriate governance structures and accountability and
control processes in place to properly administer and manage grant funds and to
provide the services for which the winery is seeking grant funds.
The funds from this program must be used for business development purposes,
which include: product and sales growth, capital investment and marketing. The
eligible recipients will receive an annual grant equal to up to 30% of the supplier
quote of eligible VQA wine sold through the LCBO in the previous fiscal year.
More information about the VQA Wine Support Program can be found at:
http://www.ontariocanada.com/ontcan/1medt/smallbiz/en/sb_vqa_en.jsp
Rural Economic Development Program (RED)

The RED program is a financial support program to help rural communities in
Ontario. The program supports projects in the food processing sector, community
revitalizations, improving access to skills training and enhancement and improving
healthcare services. The program targets the removal of barriers to economic growth
in rural Ontario. The program aims to diversify the business climate in rural Ontario,
create alliances and partnerships and increased quality of participation of rural
stakeholders and develop information, tools and resources to enhance rural economic
development. Eligible applicants include partnerships between individuals,
businesses, community organizations and municipalities. Individual food businesses
are eligible to apply as sole applicants; however, letters of support are encouraged
with the applications.
Funding available under the RED program include a grant up to 50% to reimburse
the costs that are outlays to third parties which the applicant would not normally
incur in areas such as: Marketing and promotional costs, professional feeds (legal,
architectural, accounting, etc.), travel costs, studies, consultants/sub-contractor,
equipment (research and development), internship funding for youth or displaced
workers, skills upgrading, minor capital including engineering, architectural and
renovations, skills development and food processing equipment and some capital
cost.
While the RED program is broader in nature, Agritourism businesses could potentially
apply to receive funding for marketing and promotional costs incurred from their onfarm venture, minor capital costs of renovation or to offset the cost of hiring interns
for the agritourism operation.
More information on the RED program can be found at:
http://www.omafra.gov.on.ca/english/rural/red/
Canadian Agricultural Loans Act Program
The Canadian Agricultural Loans Act Program is a financial loan guarantee program
that gives farmers easier access to credit. Farmers can use the funding accessed
through this program to establish, improve and development farms; while
Agricultural co-operatives can use funding to access loans to process, distribute or
market the products of farming. This program is a replacement to the previous Farm
Improvement and Marketing Co-operatives Loans Act (FIMCLA) program.
The loans available are limited to a maximum of a) $500,000 for land and the
construction or improvement of buildings, b) $350,000 for all other loan purposes.
This loan program can be of use to agritourism businesses by supporting the capacity
of their farm activities.
More information about this program can be found at: http://www4.agr.gc.ca/AAFCAAC/display-afficher.do?id=1288035482429&lang=eng
Investment Attraction
The South Central Ontario Region (SCOR) Economic Development Corporation
The South Central Ontario Region Economic Development Corporation is made up of
the Counties of Brant, Elgin, Middlesex, Norfolk and Oxford. SCOR is a not-for-profit
agency that works with the Province of Ontario and the Government of Canada to
develop long-term economic development strategies for the region. The organization
also aims to address priority needs, and is involved in the delivery of the Sand Plains
Community Development Fund.
More information about SCOR can be found at: http://www.scorregion.com/
The Southern Ontario Marketing Alliance (SOMA)
The Southern Ontario Marketing Alliance is a partnership between the communities
of: Aylmer, Ingersoll, Stratford, St. Marys, St. Thomas, Tillsonburg and Woodstock.
While this organization encompasses only a few communities in the SWOTC region,
and a few outside of the tourism region (Stratford and St. Marys); they can be a
marketing partner for tourism activity in the broader region. SOMA works with local
municipalities, provincial and federal governments and industry to work towards a
positive business climate and ensure that adequate infrastructure is in place for
businesses to grow. SOMA works to attract investment to the region through
providing services to communities such as: site selection assistance, economic
development services and development and sale of industrial land.
More information about SOMA can be found at:
http://www.somasite.com/index.php?menu_id=3699
The South West Economic Alliance (SWEA)
The South West Economic Alliance is an organization that works to promote
economic development in the south west region of Ontario. In 2011, SWOTC region
counties were members including: Chatham-Kent, Elgin County, Essex County, City
of Windsor, Lambton County, Middlesex County, City of London, and Oxford County.
The organization provides members with research, links, annual conferences, and
holds a number of events on specific issues (such as agribusiness, tourism and
culture, manufacturing and industry) to build awareness around specific issues to
enhance the economic development potential of the region.
More information about SWEA can be found at: http://www.swea.ca/
Ontarios South Coast Tourism Alliance
Ontarios South Coast Tourism Alliance is a partnership between Haldimand County,
Elgin/St. Thomas and Norfolk County to promote tourism in the region. The tourism
alliance is a regional tourism marketing and destination development alliance and
was part of the Premier Ranked Tourist Destination Framework, which identified the
benefits of the three counties working together to promote and develop tourism.
Agri-culinary tourism is an area for collaboration that was identified in the Action Plan
created for the alliance. It is recommended in this action plan that the three counties
look at opportunities to enhance their collective assets and to continue engagement

with organizations such as OCTA and the Province of Ontario (OMAFRA).
More information on this alliance can be found at: http://www.gosouthcoast.ca/
Rural Urban Connections
One of the key factors in agritourism development is the connection between rural
agricultural producers and urban visitors and consumers of the agricultural goods.
These rural-urban linkages will be crucial to future product development initiatives.
Local economic development offices and agencies in the region are the primary
agents working to connect producers to consumers. Staff members in these offices
are actively engaged in organizing meet and greet sessions between farmers and
restaurants as well as promoting the rich agricultural production the region has to
offer. In addition to these local actors, there are two organizations in Ontario that
strive to connect local producers with consumers, restaurants and institutional
buyers.
Local Food Plus (www.localfoodplus.ca)
Local Food Plus (LFP) has developed a local and sustainable certification system that
recognizes the economic, environmental and social issues surrounding food. The
system addresses production, labour, native habitat preservation, animal welfare and
on-farm energy use. Through these higher standards farmers are able to obtain
higher value markets for their goods. At the same time, LFP works to connect
producers with buyers and actively markets the goods of their producer clients to
chefs, restaurants and institutional buyers. As a result of their work, the University of
Toronto became the first university in North America to commit to purchasing local,
sustainable food. While LFP is based in Toronto, they work with producers and buyers
throughout the province in building an environmentally sustainable and economically
viable local food system. LFP has several member farmers in the SWOTC region.
Ontario Culinary Tourism Alliance (www.ontarioculinary.com)
The Ontario Culinary Tourism Alliance (OCTA) works with destinations in developing
their culinary tourism products. By focusing on product and business development,
tourism destinations will raise their market readiness to market to and host visitors.
For OCTA, businesses that are market ready must have consistent and reliable hours
of operation most of the year and they must be committed to terroir. A commitment
to terroir is a commitment to local product that reflects the unique growing
conditions, culture and flavour of the area. For a region to be market ready there
must be a diverse range of culinary experiences available to the visitor accompanied
with accommodations and adequate signage throughout the region. OCTA produces
best practices and tool kits for culinary tourism operators. These tools are available
for a fee to OCTA members.
OCTA is a non-profit agency active throughout Ontario, providing culinary tourism
development services to the Ministry of Tourism and Culture (MTC) in meeting
Ministrys Culinary Strategy (2005 2015). Culinary tourism has shown significant
growth and is a priority for MTC.
OCTA is also working directly with several of the counties and cities located within
the SWOTC area including: Windsor-Essex, Chatham-Kent, Sarnia-Lambton, Elgin,
London, Oxford and Norfolk in culinary tourism product development. OCTA is also
working with the team producing the culinary guide for the tourism region.
The process of product development includes developing an inventory of product
potential, conducting a SWOT for the area, clustering and packaging product and
engaging local business. For OCTA agritourism is a point in the value chain of
culinary tourism. For them, agritourism is related to on-farm activities; however,
there are 3 types of on-farm activities which can be included in culinary tourism:
Supplying a food service, restaurant or retail establishment with local farm
product
Hosting or participating in a farmers market
Providing a visitor with an on-farm food tasting or education experience
For OCTA, the region still exhibits a gap in the link from field to fork and believes,
while the region exhibits potential, it has a considerable amount of product
development to do. Individual businesses need to understand the term market
ready and the region as a whole needs to understand the diverse blend of product
available to visitors to the region.
11.3.
Promotion
Internet Strategy
An overall regional tourism website has been recommended as part of the Market
Development Strategy. Online marketing opportunity has to be equally applied for
the agritourism sector. All of the DMOs in the region have their own respective
websites, which provides an ample source of pre existing information. Each program
has been assigned a website development and maintenance budget, hence
developing an online presence for the agritourism sector with particular focus on the
programs is an important step moving forward.
Depending on available budget and resources, the board should consider developing
either an agritourism website or portal. A portal has many advantages including
lower costs as compared to a standalone website and its integration with the regional
tourism websites database. In addition, the agritourism portal would be in essence
part of the regional tourism website yet an independent site capable of answering the
needs of the specific target markets.
As with the regional tourism website, prior to establishing a website or portal, the
following components should be completed:
Brand, logo and tagline,
Official colors,
Established key target markets, and
A complete agritourism inventory list
Other considerations which apply to all websites and portals include:
1. Appearance
First impressions are very important when it comes to websites. A fresh, organized
design that captures a visitors attention is key to keeping them on the site to learn
more. As the saying goes, a picture is worth a thousand words. Visitors come to an
area because of the experience and/or sights that they are hoping to see. Both of
these are better represented through photo and video content as opposed to long
sections of text.
2. Usability & Functionality
A website is only useful if visitors can find what they are looking for. Therefore, there
must be a well thought out architecture that provides information in a logical order
for visitors. Functionalities that are useful to tourists are:
Event & Attraction Listings (or calendar)
Business Directories (ex. accommodations, shopping, restaurants etc).
Trip Planners
Online Registration ability to buy tickets or book hotel rooms without
leaving the site
Packages or sample itineraries these give potential visitors better ideas of

where to start planning their trip as well as raises their awareness of the
different assets the region has to offer
Print or Email pages
Social Media bookmarking & sharing features
3. Social Media Integration

Successful websites are not one-way communication tools; they engage visitors and
create two-way communication. A simple way to do this is through integrating social
media into a website. For example a website could showcase the organizations
active Twitter stream, or have Share buttons that easily allow visitors to easily share
information through Twitter, Facebook, or LinkedIn. It is also important to note that
branding and design elements between the website and social media tools should be
consistent. Having social media profiles and pages are also great ways to drive traffic
to your website.
4. Mobile Friendly & Accessible Website
It is important to consider mobile users when designing a website. Big picture and
video files take a while to load on mobile devices and are not easy to navigate.
Having a mobile friendly version of your website, or creating an app for mobile
devices will allow visitors who are already on the go quickly look up information
about your area. On a similar note, accessibility is another big concern when
creating a website. One of the best ways to accommodate this would be to have a
separate portal of your website that contains all the same information while meeting
accessibility standards.
5. Content Update Program
A marketing website is an evolving challenge and every website must have a plan for
updating content. It is very easy for a visitor to tell when a site is out of date and it
is a very quick way to lose their interest. Event calendars and Latest News
sections are dead giveaways to how actively a tourism website is being maintained.
Having a plan in place for updating, and a website that uses a content management
system will make it easier to keep website content fresh.
6. Measurable Results
Once a website is up and running, it is important to go back and analyze what is
working, where visitors are coming from, what they are looking at and update
accordingly. There are many tools available to track your website visitors; here are a
few to consider:
Google Analytics (http://www.google.com/analytics) shows which
keywords, sites and locations bring high-value traffic to your website, how
people navigate through it and what actions they take.
Radian6 (www.radian6.com) is designed to monitor stakeholders' direct
thoughts and opinions. It captures and analyzes data from social media
channels to monitor brands, identify key communities and influencers,
address issues and identify new leads.
Online marketing has to be a continuous improvement process. A best practice in

today's multi-platform web world is to enable that continuous improvement by
identifying key performance indicators, tracking the results and acting on what you
learn.
7. Revenue Generation
There are many different options for generating revenue through a website. Most
online business directories offer premium or feature listings which appear at the top
of search results for a set fee. Second tier listings available for a smaller fee. Ad
space can also be sold for different banner ads throughout the website. The Niagara
Falls Tourism website is a good example of using premium listings and relevant
advertising to generate revenue. Please see www.niagarafallstourism.com for
examples of this.
8. Packages
The website should contain a section of available packages, as well as mix and match
opportunities. Overall the selection and booking of packages should be easy and it
should be fast. The detriment of websites is that if results arent immediate, it is
highly likely that the visitor will move onto another site.
9. Ratings/Testimonials/Stories
Ratings/testimonials/stories are all regarded as source of tacit information which
potential visitors and tourists rely on to get the unofficial story of the place. It is
important to recognize that these unofficial channels for communication are equally
important. The approach to getting ratings/testimonials/stories can include having a
website section dedicated to comments from former visitors; can be a FaceBook
page or even a video.
10. Direct Email
An email program for tourism should also be deployed. This would consist of
announcements and event updates for things happening around the region.
11. Online Advertising
Online advertising opportunities, including paid links, Google Ads and ad banners on
targeted sites need to be explored and utilized to drive traffic.
12. Search Engines
Search engine and keyword optimization identified prime keywords and attractions
will need to be conducted on an annual basis to ensure that Ontarios Southwest is
found during routine searches.
13. Content Generation
Content creation is a critical aspect of online and web 2.0 marketing and must be
taken into consideration when planning the online marketing activities. For example:
Blogs and stories
Weekly ideas for things to do, sorted by theme and target (family vs.
couple etc)
Reviews of restaurants and accommodations

Videos of attractions
On the street video testimonials of tourists
Development of Marketing Collateral

1. Ontarios Southwest Agritourism Guide/Culinary Guide
There are many ways that a visitor guide can be produced. A culinary guide is under
publication; equal focus can be given to all agritourism programs.
2. Primary Lure Attractions
For each of the primary attractions a brochure will need to be developed and
distributed either individually or as inserts in magazines and guides.
3. Maps
Foldable maps are effective at providing direction and advertising opportunities in an
easy to carry manner.
Advertising
The tourism sector relies on advertising programs to communicate with their target
markets. All advertising has to be carefully planned and executed to support
identified programs and specific target audiences with specific key messaging. As
many operators and organizers advertise on their own, the budget associated can be
utilized to support current efforts in place, assist in promoting regional cooperation
and by pre buying advertisement spots. The advertising program may include:
Print ads relevant targeted publications
Radio ads on targeted stations with specific targeted messages for specific
programs
Agritourism specific TV ads featuring the businesses and experiences
Google ads, Facebook ads, social media advertising program specifically
targeted ads to attract niche audiences for niche products.
Associations
SWOTC board should consider either joining or attending some of the following
groups. They can provide much necessary resources and networking opportunities.
Bed and Breakfast Online Canada Inc.
BBCanada.com
Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.bbcanada.com/
127 Associations, 2233 members
$99.00 (+ HST)
(Extra features available for a charge)
Unavailable
Unavailable
Unavailable
Unavailable
Canadian Federation of Agriculture
Canadian Federation of Agriculture

Website
http://www.cfa-fca.ca/
# Members
22 member organizations
Cost to join
Unavailable
Major Conference
Annual Meeting
Conference Cost
$375.00 before January 7, 2011
$430.00 after January 7, 2011
Number of attendees
Unavailable
Timeframe
February 22nd to February 25th, 2011
Canadian Horticultural Council
Canadian Horticultural Council

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.hortcouncil.ca/
Associate: $1,000 (+ HST)
Horticultural Council Annual General Meeting
Registration details to follow
Unavailable
March 13th to March 16th, 2012
Canadian Restaurant and Foodservices Association
Canadian Restaurant and Foodservices Association

Website
http://www.crfa.ca/
# Members
Cost to join
Unavailable
Major Conference
CRFA Show
Conference Cost
Standard booth: $2,295 (+ HST), corner
booth: Add $195 (+ HST) per corner
Number of attendees
Unavailable
Timeframe
March 6th to March 8th, 2011
Canadian Vintners Association
Canadian Vintners Association

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.canadianvintners.com/index.htm
56, and 4 member associations
$1,000.00 to $5,000.00 (+ HST) plus a
market share assessment fee, based on
litres of sales
Unavailable
Unavailable
Unavailable
Unavailable
Federation of Ontario Bed & Breakfast Accommodation
Federation of Ontario Bed & Breakfast Accommodation

Website
http://www.fobba.com/index.cfm?page=Home
# Members
11 Associations, 405 members
Cost to join
$75.00
Major Conference
Unavailable
Conference Cost
Unavailable
Number of attendees
Unavailable
Timeframe
Unavailable
Ontario Berry Growers Association
Ontario Berry Growers Association

Website
http://ontarioberries.com/
# Members
Approximately 200
Cost to join
$150.00 (+HST)
Major Conference
OGBA Conference
Conference Cost
$50.00 (+HST) for members, $75.00 (+HST)
for non-members until February 16th, 2011
$70.00 (+HST) for members, $95.00 (+HST)
for non-members after February 16th, 2011
Number of attendees
Unavailable
Timeframe
February 22, 2011
Ontario Craft Brewers
Ontario Craft Brewers

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.ontariocraftbrewers.com/
28
Unavailable
Unavailable
Unavailable
Unavailable
Unavailable
Ontario Farm Fresh Marketing Association
Ontario Farm Fresh Marketing Association

Website
http://ontariofarmfresh.com/
# Members
298
Cost to join
$139.00 (+HST)
Major Conference
Conference Cost
Number of attendees
Unavailable
Timeframe
Ontario Fruit and Vegetable Growers Association
Ontario Fruit and Vegetable Growers Association

Website
http://www.ofvga.org/index.php
# Members
28 member associations, representing
7,500+ fruit and vegetable farmers
Cost to join
Unknown
Major Conference
Canadas Fruit & Veg Tech X-Change
Conference Cost
$200.00 until February 24th, 2011
$300.00 after February 24th, 2011
Number of attendees
Unavailable
Timeframe
March 1st to March 3rd, 2011
Ontario Food Protection Association
Ontario Food Protection Association

Website
http://www.ofpa.on.ca/index.html
# Members
66
Cost to join
$16.15 yearly for Student Membership
$26.91 yearly for Retired Membership
$59.19 yearly for Professional Membership
$188.34 yearly for Sustainable Corporate
Membership
Major Conference
OFPA Annual Meeting
Conference Cost
Unavailable
Number of attendees
Unavailable
Timeframe
November 16th, 2011
Ontario Viniculture Association
Ontario Viniculture Association

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.realontariowine.ca/
105
$25.00
Unavailable
Unavailable
Unavailable
Unavailable
Ontario Vintners Quality Alliance
Ontario Vintners Quality Alliance

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.vqaontario.com/Home
122
$1,000.00 (+ HST)
Unavailable
Unavailable
Unavailable
Unavailable
The Ontario Wine Society
The Ontario Wine Society

Website
# Members
Cost to join
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.ontariowinesociety.com/
81
$40.00, $30.00 renewal fee
Unavailable
Unavailable
Unavailable
Unavailable
Winery & Grower Alliance of Ontario
Winery & Grower Alliance of Ontario

Website
http://www.wgao.ca/
# Members
39
Cost to join
Unavailable
Major Conference
Unavailable
Conference Cost
Unavailable
Number of attendees
Unavailable
Timeframe
Unavailable
Conferences and Events
Canadas Outdoor Farm Show

Website
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.outdoorfarmshow.com/
$1,495.00 (+ HST) to $5,200.00 (+ HST)
based on booth size (Extras available) before
February 1st
39,200
September 13th to September 15th, 2011
Ontario Fruit and Vegetable Convention
Ontario Fruit and Vegetable Convention

Website
http://www.ofvc.ca/
Major Conference
Canadas Fruit & Veg Tech X-Change
Conference Cost
$95.00 (+ HST) till February 16th
$105.00 (+ HST) after February 16th
Number of attendees
Unavailable
Timeframe
February 23rd and 24th, 2011
Shores of Erie International Wine Festival

Website
http://www.soewinefestival.com/
Major Conference
Conference Cost
Unavailable
Number of attendees
Unavailable
Timeframe
September 8th to September 11th, 2011
SIAL Canada
SIAL Canada
Website
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.sialcanada.com/sial/en/
SIAL Canada
$2,750.00 till November 30th, 2010
$3,300.00 till December 1st, 2010
(Additional costs for premium booths from
$300.00 to $750.00)
12,759 professionals in 3 days
May 11 to May 13, 2011
The Good Food Festival and Market
The Good Food Festival & Market

Website
Major Conference
Conference Cost
Number of attendees
Timeframe
http://www.goodfoodfestival.com/
The Good Food Festival and Market
$1,495.00 (+ HST) to $5,200.00 (+ HST)
based on booth size (Extras available) before
February 1st
30,000 in 2010
April 29th to May 1st, 2011
12. Agritourism Toolkit

Purpose: The Agritourism Toolkit was created to help farmers make the transition to
becoming tourism operators. There are many different things that need to be
considered when changing focus from being solely a farm operator to becoming a
tourism operator and welcoming visitors onto your farm. This toolkit will serve as a
guide through that transition process.
Interviews were conducted with 25 agritourism operators in the SWOTC region and
their feedback provided the basis of what types of information would be useful to
include. The toolkit is full of information and resources and will be helpful for both
agritourism operators who are already in business and those who are looking for
ideas or guidance on their new ventures. Finally, it will be a place for agritourism
operators within SWOTC region to connect, find out what is happening in the region
and find new resources to keep evolving their business.
The toolkit has been developed and delivered in the form of a website to provide
ease of access to users of the website and ease of updating the content in the future.
Features of the Website: The website is made up of six main sections of
information. They are as follows:
Agritourism Industry this section has information, stats, trends, and
opportunities for the agritourism industry in the SWOTC region.
Getting Started this section features information about starting a

business, checklists for business plans and legal requirements and
information on different types of funding.
Building a Network this is a more interactive section and features a

directory and map of current agritourism operators in the SWOTC region, a
discussion forum and a list of other organizations who can assist in starting an
agritourism business.
Marketing & Promotion this section highlights information on starting a

marketing strategy, events and organizations to connect with and social
media basics.
Hiring Staff this section features information about job descriptions,

finding local labour, training, workplace safety and other policies and
procedures that need to be in place when hiring staff.
Government Resources this section provides information on government

programs, subsidies, training, grants and other government organizations
that are available to agritourism operators.
Asset Database:
The agritourism database was created through a process of selection from the bigger
regional tourism asset list consisting of 5507 assets. The final list of assets include
635 agritourism businesses, this was established using the following two criteria:
Assets clearly matching the examples set out in the definition of agritourism
set out in section 1.0
Assets connected to local food, rural or agricultural experience verified
through website checks
The asset is currently hosted on an online database capable of mapping each asset
based on the available geocodes. Additionally the current database allows for flexible
usages including a trip planner. The advantages of the current format include:
Easily updateable
Can be made accessible from other websites
Common inventory will provide the visitor with a larger mass of tourism
products to select from
The inventory was created as part of the deliverables of the project. Please refere to
the following web address for access to the website:
http://agritourismtoolkitdev.yontrack.com/Agribusiness/DirectoryListing/DirectoryHo
mePage.aspx
Target Audience
The target audience for the toolkit promotion includes all farm and agritourism
operators in the SWOTC region. The names, addresses and email addresses of these
operators should be available through the nine local Economic Development and/or
Tourism Associations.
Methods of Distribution
The interviewees overwhelmingly stated that email would be the best way to
promote the toolkit. They did also mention that hard copies or direct mail would be
helpful for those operators who are not technically savvy. It is recommended that
there be both email and direct mail components to this promotion strategy with the
emphasis placed on email marketing.
1. E-Mail
As the main component of the promotion strategy, we recommend that a series of
email messages are sent out to inform farm and agritourism operators that the
Agritourism Toolkit website is available for them to use. These should be short
messages sent out through an email service such as Constant Contact or Vertical
Response. These services allow for mailings to large groups of people and allow for
easy insertion of pictures and other design elements to make sure the email has the
consistent branding and imagery of the printed mail.
These messages should be sent out monthly and each one should feature a different
section of the website.
Email Number
1
2
Topic
Announce Website Purpose of site &
Getting Started Section
Building a Network
Marketing
Industry Trends & Feature any new

News items
Employee Handbook
Government Resources
5
6
2. Direct Mail
Direct Mail will be a complementary component of the toolkit promotion. Since it is

more expensive than email, there will be fewer direct mailings. However, it is
important to have the printed pieces because many farmers and Agritourism
operators still prefer printed pieces over online materials and therefore it is
recommended that there are two mailings sent to all farms and agritourism
operators in the SWOTC region. Mailings that resemble the size and shape of a
postcard are optimal and have the added benefit of being personally addressed.
The first mailing should be very similar to the initial email and should be an invitation
to visit the website. It should showcase the Getting Started Section as well as the
URL for the toolkit.
The second mailing should feature the networking opportunities available through
the website. These include the directory and map of local operators as well as the
discussion forum.
Additional copies of the postcards can be kept at the local Economic Development,
Tourism Association, CFDC, SBEC or Business Improvement Association offices to
hand out to agritourism operators who visit in person.
Schedule
As recommended previously, the email messages should be sent out on a monthly
basis for a minimum of six months and there should be a minimum of two direct mail
pieces during that timeframe.
Month
1
2
Email Message
Announce Website Purpose of
site & Getting Started Section
Building a Network
Marketing
Industry Trends & Feature any

new News items
5
6
Employee Handbook
Government Resources
Direct Mail
Invitation to visit website
Connect with other

Agritourism Operators
Building a Network Section
Recommendations
Updating
While this toolkit is a great resource, it wont take long to get out of date. It is
recommended that the SWOTC region create a content update plan and update the
toolkit on a regular basis. At a minimum, monthly updates should be made
particularly in regards to the News page. News is a great page to feature new
businesses or partnerships in the SWOTC region agritourism industry. Another page
to monitor and update is the discussion boards. It is important for the SWOTC region
to have an idea of what is being discussed and to step in and post information if
questions are not being answered by others.
In discussions with Ontario Farm Fresh Marketing Association (OFFMA), Yfactor was
made aware that they are working on an updated On Farm Marketing Report. It will
be useful to update the Trends and Stats page of the website when that information
is made available.
Social Media
Social Media is another channel that can be pursued for the promotion of the toolkit.
Through the SWOTC regions social media channels (Twitter, Facebook etc) short
messages should be sent out alerting fans and followers to the availability of the
toolkit.
Live Demonstration
A live demonstration of the website whether in person or through an online meeting
(webinar) would be recommended as an additional way to increase awareness and
understanding of the new website. This would allow farmers and agritourism
operators to see the site before they use it and ask any questions they may have. A
webinar would be the most cost effective way to do this demonstration.
Partnerships
If the SWOTC region would like to distribute the toolkit to a wider group of operators,
it would be best to have a partner with another organization. As identified in the
Agritourism Strategy Report, there are many organizations such as the Ontario
Ministry of Agriculture, Farm and Rural Affairs (OMAFRA), Ontario Farm Fresh
Marketing Association (OFFMA) and Ontario Federation of Agriculture who could all
be potential partners for distribution.
13. Top Priorities

The strategy above addresses the need for various actions as part of the overall
marketing strategy. There are certain priorities which we recommend be tackled in
order to have a solid foundation in place prior to moving ahead with product
development, promotion and measurement of Return on Investment in the long run.
13.1.
Market readiness status and database sharing
The current asset list has been categorised into different product silos and been
filtered through a selection process from within the larger inventory list as prepared
for the Market Development Strategy project. The current inventory consists of 635
agritourism assets which are centrally located in one database. The next step in
filling information gap is assigning each asset a market readiness status. The ranking
will range from 1 3 and be based on the following criteria:
Criteria
1. Has well maintained exterior and property
2. Meets or can be upgraded easily to meet accessibility standard
3. Has necessary washroom and parking
4. Has proper signage directing to business
5. Has a web presence
6. Participates in marketing
7. Keeps statistics or is willing to keep statistics of visitor numbers
8. Currently is part or can be packaged with other tourism businesses
9. Has or is willing to develop an emergency plan and train workers
10. Workers are trained regarding safety standards
Score
Score of 8-10 = Rank 1
Score of 5-7 = Rank 2
Checkbox
Score of Below 5 = Rank 3
The criteria above are based on best practices and information derived from the
analysis as part of the resource toolkit website and stakeholder interviews.
Upon completion of the market readiness status, the SWOTC board and DMOs will
know how their assets rank. This information can be used to work with the operators
and improve their business and marketing abilities. Word of mouth is crucial for a
business to succeed, the SWOTC through training programs and providing
information about various grants and self help tools can assist in developing an
overall standard of quality. The project the team will forward a list of the assets to
the respective DMOs to rank their assets. Training will be provided to representatives
from SWOTC and/or the DMOs so that they can make changes to the inventory from
the back end.
The internet strategy as per section 11.3 outlines the ability of a portal to access the
centrally hosted database for the purposes of trip planning. Current DMO websites
have to be optimized so that they can access the regional database.
13.2.
Internal promotion and local supply chain
The Market Development Strategy demonstrated that that the day tripping market,
representing almost 70% of visits, is the most common travel pattern within the
region. Yet the urban to rural visitor flow tends to be much lower versus the current
rural to urban flow. The local urban market is an untapped market for a variety of
tourism sectors including agritourism. Developing local connectivity and promoting
within the region should be a top priority. There are some pre existing partnerships
and businesses (example: County Connect) seeking to promote the use of local foods
amongst local businesses and the community at large, efforts such as this provide
cross promotional opportunity.
We recognize that the local market has various segmentations. For the purposes of
recommending a quick win action for agritourism, we recommend that the initial
focus of developing local connection and internal promotion be aimed at:
Local restaurateurs
Bar owners
Banquet facility managers
Wedding planners
Corporate event organizers
School Board Purchasing Department
Promoting local foods to local businesses can become an important strategic role the
SWOTC board can play. As an advocate for the promotion of local foods, wines and
spirits, the board can play a role in getting groups of people together at symposiums,
work sessions, tasting sessions and farm tours.
The following websites provide additional information on connecting local farmers
and local businesses:
Eat Local, Eat Natural: www.eatlocaleatnatural.com
Local Flavours: www.ilstewards.org
Local Matters: www.local-matters.org
Hudson Valley Bounty: www.hudsonvalleybounty.com
Local Foods Plus Events: www.localfoodplus.ca/category/buy-to-vote/events
13.3.
Establishing a baseline
Return on Investment (ROI) measurements have to be made to determine the

efficiency of the agritourism marketing plan. In order to measure the ROI a baseline
for performance measurement has to be established.
The marketing plan has been divided into four programs with their own Key
Performance Indicators (KPI). In order to measure the ROI, we recommend that the
SWOTC board arrange to measure current performance based on these KPIs in order
to establish Year 1 2011/12 as the baseline.
The KPIs can be broadly divided into the following:
Attendance
Purchases
Promotion
Packages
Supply Chain
Not all KPIs are applicable to all programs. Please refer to section 10.1, 10.2, 10.3
and 10.4 for KPIs associated with each program.
14. Conclusion
Agriculture is deeply embedded in the history and heritage of the local communities.
Ideal soil types and favorable climatic conditions have long provided the region with
a fertile growing climate for many products. Festivals and fairs celebrate harvest
seasons and draw visitors from all across the region. Agritourism has become an
essential part of the local economy and is supported by various levels of government.
Regional level initiatives for tourism provide the critical mass and ability to pool
resources to effectively act upon product development, partnership and promotion.
Agritourism opportunities provide farmers a chance to diversify their income while
creating local employment. It has been touted by industry experts and social
activists alike as a means to increasing the consumption of locally grown food while
encouraging local economic development through tourism sector development. It has
many economical and environmental benefits and is nutritious for the consumer.
In order to promote both the consumption of local foods and the agritourism sector,
a 4 program strategy has been developed. The programs and recommendations are
based on a thorough analysis of the trends in the market, best practices and
consultations. Additionally potential product opportunities were explored. The
programs have been assigned their specific budgets, implementation schedules and
performance indicators. These have been further defined in the Marketing Plan
section.
Appendix A: Focus Group Participants
SOUTH WESTERN ONTARIO

TOURISM CORPORATION (RTO1)
AGRI-TOURISM FOCUS GROUP HIGHLIGHTS
MARCH, 2011
REVISION 0
In Association with:
Yfactor and MillierDickinsonBlais
Queens University Executive Decision Centre
Facilitators: Erik Lockhart
Ph#: 613 533-6681
E-mail: elockhart@business.queensu.ca
Table of Contents
Executive Summary ................................................................................................................... 3
1.0 Woodstock ........................................................................................................................ 5
1.1.1 Vision (brainstorm) ...................................................................................................... 5
1.1.2 Vision (refinement) ...................................................................................................... 7
1.2 Opportunities (1-2 years) ................................................................................................ 8
1.3 Barriers .......................................................................................................................... 9
1.4 Role of the SWOTC...................................................................................................... 10
1.5 Operator Handbook ...................................................................................................... 11
2.0 Port Stanley ..................................................................................................................... 12
2.1.1 Vision (brainstorm) .................................................................................................... 12
2.1.2 Vision (refinement) .................................................................................................... 14
2.2 Opportunities (1-2 years) .............................................................................................. 15
2.3 Barriers ........................................................................................................................ 16
2.4 Role of the SWOTC...................................................................................................... 17
3.0 Port Dover ....................................................................................................................... 20
3.3 Barriers ........................................................................................................................ 26
3.4 Role of the SWOTC...................................................................................................... 27
4.0 Harrow............................................................................................................................. 30
4.3 Barriers ........................................................................................................................ 35
4.4 Role of the SWOTC...................................................................................................... 36
5.0 Wyoming ......................................................................................................................... 38
5.3 Barriers ........................................................................................................................ 43
5.4 Role of the SWOTC...................................................................................................... 45
6.0 Blenheim ......................................................................................................................... 48
6.3 Barriers ........................................................................................................................ 53
6.4 Role of the SWOTC...................................................................................................... 54
6.6 Attendance List ............................................................................................................ 56
Appendices .............................................................................................................................. 57
A Participant List ................................................................................................................ 57
Agri-Tourism Focus Group Proceedings
March 7-18, 2011
Executive Summary
Attached are meeting proceedings from the RTO#1 consultations held March 7-18, 2011. The
purpose of the sessions was to solicit input and advice from the broader community on
opportunities associated with agri-tourism in this region. The group explored the following
questions:
1. Vision: What would success look like if we achieved all our goals for Agri-tourism
development in Region 1?
2. Opportunities: What are the key priorities that we should be pursuing in the next 1-2
years?
3. Challenges: What are the biggest obstacles to be addressed when pursuing those
opportunities and visions?
4. Implementation: What role should the RTO / SWOTC Board and other stakeholders
play?
5. What resources or support would be most useful to operators when setting up an agritourism business? (tool kit)
Below is the summary for questions 1-3.
Q1. A vision for Agri-tourism in our region.

By 2015, if we have achieved all our goals, the following elements would be in place
1. Product development. There are more facilities and places to visit including farmers
markets, on farm processing attractions with gift shops, accommodations, wineries, culinary
tours, restaurants etc.
2. People get the merits of a cross region approach. There are offerings that leverage
the benefits of the region (i.e. packages, festivals, travel routes, 3 ideal days in our region),
that are complimentary and seamless.
3. Regional way finding. Signage for touring routes would be clear, easy and consistent with
some room for sub region distinctiveness.
4. Promotion and awareness.
There is a powerful and coordinated regional marketing
strategy in place that positions agri-tourism destination, attractions and experiences. There
is a unified regional umbrella brand attracting visitors from near and far who know we are
the breadbasket of Canada.
5. Integrated communications network.
Agri-tourism partners across the region are
collaborating and working towards a common goal of agri-tourism marketing. Operators and
value chain partners are linked together.
6. Citizen and political buy-in. Our residents and elected officials understand the economic
impact and potential of agri-tourism and are aware of the services and products in the
region. They act as ambassadors and sing our praises.
7. Technology leveraged. There is an easy to use website showcasing anchor attractions,
local farm destinations, schedules, and suggested itineraries. Social media also used.
8. Potential measures are benchmarked. Increased # of tourists by X%, increased farmer
participation in agri-tourism, # of new agri-tourism products, # jobs created in sector, # bus
tours, per visitor spend, farm sustainability, ag products sold.
March 7-18, 2011
Q2. Opportunities
1. Operator networking, information exchange, communications,
collaboration, mentorship
2. Marketing strategy including inventory assessment, gaps, needs,
target audiences, unified advertising, media campaign
3. Regional tourism signage
Total
12
12
12
10
61
10
13
10
16
61
10
10
14
54
4. Training and education of farm operators on ag-tourism

opportunities
5. Website: easy navigable, all inclusive, builds awareness (as a
mechanism for all the opportunities).
6. Build packages, complimentary experiences
12
10
51
10
16
46
19
45
Q3. Barriers and Obstacles (besides funding $$$)

1. Getting everyone to row together: we all work in silos and
collaboration x region has not been part of past approach
2. Lack of communications, awareness of RTO approach and
perceived payoff among operators to get into agri-tourism
3. RRR (rules, regs & red tape) municipal support, legislative hurdles,
bureaucracy
4. No vision, plan, leadership, or champion,
Total
10
11
12
19
64
11
19
54
10
17
54
12
38
5. External awareness: getting our name out there that we are more
than just manufacturing region
6. Operator time, resources, marketing expertise, and education
19
37
28
Others: Education campaign to get local buy-in, reduce red tape for
operators, need a champion (s),
Others: Insurance liability, poor self image, complacency & apathy, not
enough product
Note: participants were asked to identify barriers other than funding
Editors Notes:
a. The notes in this Executive Summary provide a summary of the findings from each session.
Given the variety in each focus group, the summary above should be considered directional
in nature and is by no means a scientific comparison.
b. The symbol // indicates that two similar ideas have been merged together.
c. This document contains the meeting proceedings and is not intended as a Final Report
March 7-18, 2011
1.0 Woodstock
1.1.1 Vision (brainstorm)
It is March 2015 and we have achieved our agri-tourism goals in our region. In fact, many other
RTOs across Ontario and tourism organizations around North America are looking at our model
and accomplishments. What would we have achieved? What is in place? Essentially, we
know we have been successful when....
* What are the SEVEN most compelling elements of this future state...
Voting Results
Multiple Selection (maximum choices = 7) (Allow bypass)
Number of ballot items: 44
Total number of voters (N): 11
#votes Idea
5
5
5
4
3
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
1
1
1
1
1
1
1. Doubled number of persons working in agr-tourism ...success would be keeping the

economics in the area and jobs
2. Maps available for tourist to follow to local related activities ... Map ..map road
where the farmers lived and who has the opportunity
3. Regional organization of touring routes
4. The installation of good signage for the various attractions
5. Information where can you buy your local food
6. Economic impact of agri-tourism in would be much greater
7. Increased number of tourist.
8. When tourists are interviewed about potential trips, family outings, Sunday drives
etc. They put agricultural based activities higher on their list than they currently do.
9. Promotion is occurring at both the local, regional and provincial level
10. More farmers markets
11. Would be a longer season or year round
12. Financial backing for agri-business is present - loans available
13. More festivals, etc
14. Sales of agricultural products have multiplied ten fold
15. More on farm processing
16. Children farm
17. Television commercials depicting authentic vacations in southwestern Ontario
18. Highway 401, 403 and 402 would be more able to explain the destinations
19. PEOPLE VISITING SWONTARIO FROM ABROAD WOULD KNOW THAT THIS IS
THE BREADBASKET OF CANADA
20. Doubled number of visitors to region for agri-tourism activities
21. Regionally recognized agri tourism ... If an average Ontarian was asked they would
know something about agriculture in our region.
22. Historical shows dealing with early farming. Ex Otterville Grist Mill
23. Several well known farms where people can visit ...open house from the farmers
24. Tripled $ spent in agri-tourism
25. More regional marketing - RTO mandate
26. Tracking system in place
27. Walk routes from farm to farm
5
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
March 7-18, 2011
28. Able to obtain liability insurance to accommodate visits to the Old Order Amish
farms.
29. A publication similar to I-75 would be available to provide more information as to
what is within 30 minutes of the highway.
30. More year round opportunities
31. Substantial increase in agri business since 2011-baseline
32. Open doors for farmers and local business
33. Accessible
34. Increased quality & high end
35. More privately operated facilities
36. Museum in the rural area
37. To show the farm
38. Where media would think of us first for a story
40. Most DMO's would have 20% MORE agri-tourism attractions and supporting
services
41. Destination touring businesses would be put into play for agriculture vacations
42. More overnight accommodation
43. Signage would indicate hours of operation an are washrooms available
44. People would think of swotc when they think of agriculture and television
March 7-18, 2011
1.1.2 Vision (refinement)

The group took the top 21 elements, combined the similars and identified the critical make or
break items for the next 2-3 years (=XXX)
1. XXX Regional way finding. Regional organization of touring routes ... The installation of
good signage for the various attractions ...Highway 401, 403 and 402 would be more able to
explain the destinations
2. XXX promotion is occurring at both the local, regional and provincial level
- show what is in it for them (the benefits)
- information where can you buy your local food
- television commercials depicting authentic vacations in southwestern Ontario
3. XXX External awareness. PEOPLE VISITING SWONTARIO FROM ABROAD WOULD
KNOW THAT THIS IS THE BREADBASKET OF CANADA ..regionally recognized agri tourism
... If an average Ontarian was asked they would know something about agriculture in our region.
4. XXX Product development. (Increased # of facilities. More farmers markets ...More on
farm processing ... Accessible places w/gift shop!)
5. Econ impact. Economic impact of agri-tourism in would be much greater.. Doubled number
of persons working in agr-tourism ...success would be keeping the economics in the area and
jobs ..sales of agricultural products have multiplied ten fold
6. Map & schedule. Maps available for tourist to follow to local related activities ... Map ..map
road where the farmers lived and who has the opportunity .. And schedule
7. Increased number of tourist. ..When tourists are interviewed about potential trips, family
outings, Sunday drives etc. They put agricultural based activities higher on their list than they
currently do. ..doubled number of visitors to region for agri-tourism activities
8. Childrens farm (kids can visit farm, see animals, processes, activities to engage... Learning
& education)
9. Would be a longer season or year round
10. Financial backing for agri-business is present - loans available ... Ways of promoting agritourism that are economically feasible for farmer
11. More festivals, etc
March 7-18, 2011
1.2 Opportunities (1-2 years)

Stimulating Agri Tourism in our region ***
What are the key opportunities that we should be pursuing in the next 1-2 years?
* if we could only pursue FOUR of these...
Voting Results
#votes Idea
10
1. Development and Promotion of tourism opportunities available.

available for product development and marketing
10
2. Region tourism signage ..It is critical to improve available mapping to permit visitors
to go off the main highways and explore the agri-business opportunities ... Note: each
municipality has different rules on signage. Also, how to address redundancies in
place/road names across region (e.g. Several highway 2)
3. Networking -- building a regional network of similar experiences ...Mentorship

programs for new entrants (new operator can learn from experience)
- Government, recreational planners, event planners, libraries, schools, should be
working with Tourism Oxford to ensure that they are up to date with all activities
available year round.
4. Creating experiences, building packages - need to convey the value-added

experience for the visitor (e.g. Visit a farm one afternoon, overnight stay, next day
cheese factory etc..)
5. Training farm operators how to be business like in receiving tourists on their farms
- Ensure there are regulations in place to protect the farmers, the farms-bio-hazards
6. Regional funding at low or no interest rate
7. Trend towards local food and also the trend towards culinary tourism of which agritourism is a key component
8. Reduce red tape. Making it easier for people to get into the game.. Start an agritourism business (e.g. Land use flexibility etc.)
10. Trends towards returning to our rural roots and wanting to experience authentic
rural experiences
11. Education Centre. E.g. Learning centre with videos, experience a farm, gift shops,
...dollars currently
March 7-18, 2011
1.3 Barriers
What is getting the way? ***
What are the biggest obstacles to be addressed when pursuing these opportunities?
* what are the FOUR most important...
Voting Results
#votes Idea
10
1. Getting everyone to row together ...thinking local not regional and do not have the
capacity locally to make it happen - must work cooperatively ..To get everyone working
together and buy in to the program. -> recognizing this must be a regional initiative to
succeed
2. Cooperation/influence w/ different govt levels. Working with various municipalities

locally along with the provincial and then federal government.
3. Money ,..funding and cost

- Funding to develop literature, maps, TV & radio promotion, websites, pay salaries etc.
4. Rules & regulations (safety) - farmers not allowed to do this, that... Various govt
legislation
5. Getting the voice (getting our name out there to consumers) ...- Funding is a major
problem for promotion etc.
6. Lack of financial resources to spur on the mapping initiatives that are required to
improve accessibility to agri-tourism opportunities.
7. Acceptance within sector for tourist related activity. Competing interests (some
farmers don't want to be tourist operators)
8. Be heard (from the province... Getting help and having some influence)
9. Rural road conditions. E.g. Gravel on my bmw ;(
March 7-18, 2011
1.4 Role of the SWOTC

What role (s) should the RTO (SWOTC Board) and other stakeholders play (in moving these
ideas forward)? Major, Minor, None
1. Development and Promotion of tourism opportunities available

Role: Major (working with players to fund development)
2. Region tourism signage ..It is critical to improve available
Role: Major
3. Networking -- building a regional network of similar experience.. Mentoring
Role: setup, facilitating programs
4. Creating experiences, building packages - need to convey the value-added experience for
the visitor
Role: staff function ... Maybe a central repository for these packages to filter into
5. Training farm operators how to be business like in receiving tourists on their farms
Role: "Steering" e.g. Develop standardized process throughout region
Barriers and Challenges ***
a.
b.
c.
d.
Cooperation/influence w/ different govt levels. Working wit

Money, funding and cost
Rules & regulations (safety) - farmers not allowed to do this
Getting the voice (getting our name out there to consumers)
Overall ROLE:
- getting everyone to row together ...
- steerers not rowers (leadership vs. Working board)
- BUT, some capacity to "guide and influence"
- First step is to work on product development, then do the promotion
10
March 7-18, 2011
1.5 Operator Handbook

What do the operators need?
What resources or support would be most useful to operators when setting up an agri-tourism
business?
* what are the FOUR most useful to you...
Voting Results
#votes Idea
3
3
2
1
1
1
1
0
1. Access to business capital - patient/affordable ... Loans & Grants that are easy to
apply for ...Loans with little or no interest
2. Guidance through regulations ...Support from local municipalities with respect to
Zoning issues, building codes
3. Business support services (e.g. Social media instruction, business plan help,
marketing 101 ...tools-how to make your farm into an agri-tourism business)
4. Relationship builder ...Assistance with setting up networking with other operators
5. Mentorships
6. Market analysis i.e. Numbers about the market (data, visitor ship)
7. Supportive tourism environment - embraced by an effective tourism sector
9. Training for receiving on-farm visitors ...customer relationship training
Note: prior to voting, the group brainstormed ideas and then merged the similar items.
Below in non-bold are the merged items. These items are ordered as they were originally
brainstormed (i.e. Not as they were ranked by the group). Items that did not have any
ideas merged are not included.
marketing 101 ...tools-how to make your farm into an agri-tourism business)
Social media training
Business Support Services i.e. Oxford Small Business Support Services
11
March 7-18, 2011
2.0 Port Stanley

Voting Results
#votes Idea
8
5
5
5
5
4
4
4
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
1. Communications network among all players ...strengthen cooperation ..networking

amongst local agri-tourism destination ...better communications with other
organizations
2. Provincial, national, international recognition
3. Established data base of all agri tourism assets in the area
4. Agr tourism is recognized as an economic driver by Municipal governments and
included in formal economic development plans
5. Increase in the number of participating agr businesses who view tourism as a key
element of their business
6. Increased number of tourists coming into area
7. As a result of our effort we have a well coordinated marketing strategy that ties the
region together
8. The area is known as agri-tourism region...authentic and real farm experiences ..
Destination
9. Bus tour companies booking online agri-tourism packages, spaces filling up quickly
for the summer
10. There is education and resources available to support the ongoing development of
local agri-tourism opportunities.
11. Great website showcasing anchor agri-tourism destinations, and suggested travel
itinerary routes
12. Increased number of individuals from wider variety of places and countries
13. Retaining existing businesses and opening new ones.
14. Conveyor belt approach from Niagara to Windsor for directing traffic down the Hwy
3 corridor
15. The return visitor rate far exceeds industry standards
16. The agri-tourism assets of the area are well known by locals and visitors abroad.
17. Annual year upon year growth rate of 15% of visitor traffic for agri-tourism
18. Area is recognized in the market place as offering an exceptional agri tourism
experience
19. Be ware of the historic value of the area
20. Their is collaborative efforts to market the local agri-tourism products.
21. Assistance available for encouraging prospective agri tourism businesses
22. Constant great social media exposure of the region
23. Agri-tourism map for tourists
12
2
2
2
1
1
1
1
1
1
1
0
0
0
March 7-18, 2011
24. Local agri-businesses understand about their business opportunities in this area
and are aware of partners and supports available to develop this side of their business.
25. Better promotion of the area
26. Elgin becomes well known as an agri-tourism hub
27. People learn about the services / events from other people who have attended /
self promotion
28. Business were debt free and able to sustain themselves
29. Benchmarks and standards set up on web site are exceeded
30. All players aware and communicated to on ongoing basis re quality indicators- if
they are met, what we are doing together to meet them, how can we improve
31. Working agri-tourism groups to network and educate and improve each other's
business
32. Award winning agri experiences
33. Current agricultural businesses have a grown in their revenue
34. Downloaded podcast guides for travelers to listen to while driving down the back
roads
35. Look beyond agro tourism and incorporate cooperation, joint efforts joint advertising
with partners in community
36. Increased # of Farmers Markets
13
March 7-18, 2011

1. Cooperation. Communications network among all players ...strengthen cooperation
..networking amongst local agri-tourism destination ...better communications with other
organizations Their is collaborative efforts to market the local agri-tourism products.
2. Awareness. Provincial, national, international recognition (the area is know as agri-tourism
region...authentic and real farm experiences .. Destination )
- increased number of tourists coming into area
- bus tour companies booking online agri-tourism packages, spaces filling up quickly for the
summer
- increased number of individuals from wider variety of places and countries
- the return visitor rate far exceeds industry standards
The agri-tourism assets of the area are well known by locals and visitors abroad.
Annual year upon year growth rate of 15% of visitor traffic for agri-tourism
Area is recognized in the market place as offering an exceptional agri tourism
experience
3. XXX Municipal priority. Agr tourism is recognized as an economic driver by Municipal
governments and included in formal economic development plans
4. Marketing positioning. As a result of our effort we have a well coordinated marketing
strategy that ties the region together
- Conveyor belt approach from Niagara to Windsor for directing traffic down the Hwy 3 corridor
- established data base of all agri tourism assets in the area
Be ware of the historic value of the area
5. XXX Website. Great website showcasing anchor agri-tourism destinations, and suggested
travel itinerary routes
- constant great social media exposure of the region
6. XXX BRE. Retaining existing businesses and opening new ones (need the product!).
- Increase in the number of participating agr businesses who view tourism as a key element of
their business
- There is education and resources available to support the ongoing development of local agritourism opportunities.
- Assistance available for encouraging prospective agri tourism businesses
14
March 7-18, 2011

* If we could only pursue FIVE of these...
Voting Results
#votes Idea
10
1. Web site- easily navigated and shows all areas - all inclusive ..Award winning
website
2. Identify and educate leaders within the region - on opportunities and resources
(community champions, entrepreneurs, community leaders, politicians) ...Lay out a
vision of what a successful region does look like, So that people invest into the vision
and polish their business
3. Market assessment. Assets mapped - amass the detailed info of our offerings ..
..Take inventory of existing anchor attractions and supporting business and package
and promote drawing on existing tourism ...gaps
4. Develop a communications network to make the agr business stronger that would
include a database that would allow both the business and visitors to access the
information ...Networking -- building a regional network of similar experiences
...Mentorship programs for new entrants *
5. Region tourism signage - consistent & standard ..It is critical to improve available
mapping to permit visitors to go off the main highways *
6. Research/Monitor trends. Understanding and keeping up with the patterns and
trends of the agri-tourist
- look at what has worked well in other areas and build from it- don't recreate the wheel
- Local food - culinary tourism - trends & consumer desires
7. Product development of the big draws (existing) in the region ...identify existing
businesses/agri-tourism destinations and promote these.
2
2
2
1
1
8. Create a detailed tool kit that is a real "how-to" tool that defines a clear strategy to
develop an "authentic" agri-tourism experience that enhances the current offering.
9. RTO 1 to spend the money and to affect the businesses on the ground
10. Measure what we do well. What can we do better and build on it
11. Increase promotion of area and agri-tourism opportunities regionally
12. Aware that many businesses are 365 days and not seasonal (note that agri-tourism
is usually seasonal but there are some operators that operate year round)
15
March 7-18, 2011
2.3 Barriers
* what are the FOUR most important...
Voting Results
#votes Idea
9
1. There is no regional plan/strategy - vision for the area ... No vision held out, no
model that we have to follow, no goal set out by an large area.
2. Lack of awareness & communication... Agri business are facing these challenges on
an individual basis, need to form a collective network and work together ...lack of
knowledge on initiatives of RTO1 and local DMO's
3. Lack of Regional cooperation - unification of the whole (we are all in little silos ->
difficult to think on "regional" level) ... Competing interests (among all the players..)
...focus on small groups not whole
4. Tourism is still not recognized as a key economic driver by most governments

(mostly muni but also fed/prov)
- lack of knowledge of the job creation, economic generation and, business incubation
provided by agri-tourism
5. We need better leadership ... Who or what is going to take the lead on these
priorities/initiatives
6. Moving too fast without proper foundation (need to do the right stuff first communications, capacity etc.)
7. Handling growth. The ability of agri-tourism businesses to survive, sustain and

support new agri-tourism developments prior to the agri-tourism opportunity is fully
realized. ...The ability of agri-tourism businesses to handle the crowds.
3
1
1
0
8. Generating awareness on a large scale (marketing SW Ontario is a big task)

9. Continued impact of reduced tax support from municipal partners.
10. Nothing!!!! Let's get on with it.. We have the resources... Now is the time
12. RTO 1 is a rural vs. urban (very different priorities and urban centres dont
understand importance of agri-tourism)
13. Limited exposure to certain months - not looking at it as a year long building
experience
16
March 7-18, 2011

Overall:
Board's role is to set direction, policy, oversight to start to ensure consistency x region and
common look & feel (while keeping uniqueness of each municipality) ... Maybe share best
practices (e.g. Signage, etc.)
1. Web site- easily navigated and shows all areas - all inclusive ..Award winning website
Role: facilitator
2. Identify and educate leaders within the region - on opportunities and resources (community
champions, entrepreneurs, community leaders, politicians) ...Lay out a vision of what a
successful region does look like, So that people invest into the vision and polish their
business
Role: Major
3. Market assessment. Assets mapped - amass the detailed info of our offerings .. ..Take
inventory of existing anchor attractions and supporting business and package and promote
drawing on existing tourism ...gaps
Role: collaborate with local DMOs (doing groundwork).. Ensuring consistency of data
(Framework)
4. Develop a communications network to make the agr business stronger that would include a
database that would allow both the business and visitors to access the information
...Networking -- building a regional network of similar experiences ...Mentorship programs for
new entrants
Role: minor working with others
5. Region tourism signage - consistent & standard ..It is critical to improve available mapping to
permit visitors to go off the main highways
Role: minor... Up to each municipality to do this ... But perhaps some consistency x region
6. Research/Monitor trends. Understanding and keeping up with the patterns and trends of the
agri-tourist look at what has worked well in other areas and build from it- don't recreated
the wheel Local food - culinary tourism - trends & consumer desires
Role: Disseminator. Take provincial info and broadcast it to partners, operators... Decipher (to
interpret for local uses)... Advocacy: ensure province is listening and aware of our RTO1 needs,
concerns
17
March 7-18, 2011

business?
* what are the SIX most useful to you...
Voting Results
#votes Idea
4
1. Capital for development and expansion ...Any funding opportunities in your area to
help get started
- assistance of what money is available and how to apply for it- right now you need a
person schooled in filing out all of the paperwork and that is all that they do= too
complicated and very restricted re what you can apply for
2. Access to agri-tourism consultants ..access to agri tourism retailing webinars i.e.

John Stanley Associates
3. Cooperation from / connections to local organizations ...Had access to related agri

business information, who were doing similar things / ventures to learn more from them
..Have a better idea of who else was out there trying to do something similar
4. Contacts and guidelines for local governments, building permits, land use planning,
etc.
- Guidance through regulations ...Support from local municipalities with respect to
Zoning issues, building codes
marketing 101 ..An appendix of successful business formulas. ..Business planning and
cash flow forecasting to see if business ideas are feasible on paper before investing
time and money in them. ...profitable agri-tourism models that can be copied and
implemented
6. Checklist for what is needed to become an agri-tourism operator i.e. Washrooms,

parking, health regulations etc.
- Listing of resources available to make my business market ready (i.e. EBRC
programs)
7. Resource guide: Access to current resources

- access to all the past NADFMA(Na agri tourism) conference audio archives.
8. Links to academic institutions e.g. Ivey
2
1
9. Free pass to do what we want from county

10. Create a detailed tool kit that is a real "how-to" tool that defines a clear strategy to
develop an "authentic" agri-tourism experience that enhances the current offering.
18
1
1
1
0
March 7-18, 2011
11. OMAFRA has business bundles already - cheese manufacturing, apiaries, berry
freezing etc. They detail all of the steps need for a business to start or expand (links
to other key sources)
12. Access to information for our visitors so we can share with them on an ongoing
basis what is available in and around our area
13. Mentoring linkage. More than just forms to fill out...help with real market
opportunities (actual data) that are unique and different from what is already being
offered. Plus a hands-on go to person to help you think your idea thur...
14. A time machine, so that I could slow time down, then do the things that need to be
done, and then speed up time so that the customers arrive when I am ready for them.
16. Customer analysis. An understanding of what the visitors / urban people are
expecting when they come to an agri business ... Access to market research and local
intelligence gathered by RTO to see where opportunities are that the entrepreneur(s)
could explore i.e. Market gap analysis ..know and access information on what the
tourist wants and what we can offer
2. Capital for development and expansion ...Any funding opportunities in your area to
help get started
- assistance of what money is available and how to apply for it- right now you need a
Access to capital
Money to improve our businesses, grants etc
Any funding opportunities in your area to help get started
Assistance of what money is available and how to apply for it- right now you need a
19
March 7-18, 2011
3.0 Port Dover

Voting Results
#votes Idea
9
1. All restaurants utilizing and promoting local food products ...Local food being used
on menus of at least 50% of the restaurants in the region, and identified and promoted
2. Increased number of entrepreneurs in agri-tourism and more jobs created
3. Food and wine terminals ...A network of renowned wineries, distilleries and cideries
across the region that rivals Niagara or the Finger Lakes ..Vineyards are a common
site in the area ..Thriving wine industry across the region area
4. Development of a Wine Trail which is seen as the premier trail in the province
5. We will have a network of agri-tourism operators who are/can be linked for

communication/collaboration/promotion as needed and desired
6. Recognition by the Province that we are the Premier food and wine destination
7. Internationally known ...We have a brand that is widely recognizable and respected
8. Farmers and those associated with agri-tourism are reporting successes in the
financial, sustainability and marketing areas.
4
4
9. Increased year round occupancies ... Overnight stays on farms across the region
10. A connected strategy that links all the various organizations, and programs
focusing on local food and agri-tourism - not overlapping
11. Enhanced Product development (Increased # of facilities, farmers markets, More

on farm processing)
12. Increased farmer participation in Agri-tourism by 15%
13. We would have identified what we do better than anyone else, and we have let
everyone know about it
14. Investment in agri-tourism from outside the region
15. Supply chain between local producer and value added manufacturer to local
restaurants and food outlets
3
3
3
3
20
3
3
3
3
3
3
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
March 7-18, 2011
16. Agri-tourism centre much like large farmers market that also focuses on all
educational aspects of production to food products sales
17. We will have a series of themed events stretching across the region and across the
crop seasons that highlight particular crops (strawberry festivals, corn festivals, etc
18. Tracked increase in # visitors, # participating farms/business's & $ generated from
the activities
19. Thriving Farmers markets 7 day/week
20. Local direct and indirect employment has increased. ..Doubled number of persons
working in agr-tourism
21. Larger increase in tourism dollars spent, due value offered products and events
and accommodations.
22. Better linkage between farm experiences and events cross promotion
23. Educational opportunities are present and attract colleges and university
sponsorship.
24. Tracked increase in agri-tourism investment both within the County/Region and
from outside the County/Region
25. Hiking, biking and horse trails criss-crossing the area
26. A spin off would be an increase in the "local" sales of Ontario based products as a
result of tourism visits
27. RTO1 Well known for high quality /interesting agri-tourism product
28. Seen as a leader in the industry
29. On-farm working opportunities that people volunteer / pay to participate in
30. DVA in all areas for the RTO 1
31. Food painting and photography school:)
32. Active participation and involvement from those directly involved - agri-tourism
operators
33. Sustained economic growth - results because RTO1 is the best place to visit - visit
from out of area and within the area.
34. The provincial / federal government announcement of the equivalent of a 403
highway from Niagara to St. Thomas
35. Increase in queries from outside the region re: opportunities & experiences
36. Increased tax base and resulting investment - this will result in the development of
investment announcements in infrastructure
37. Availability of organics at a very reasonable cost to consumers.
38. Access to better roads
39. Attractions for all price groups
40. Using the awareness created by agri-tourism to help reduce carbon footprint
(between suppliers, retailers, restaurants etc.)
41. Increase in over night visitation to the County/Region
42. Creating an image that we are the Garden of Eden.
43. Attractions are accessible - the experience id great.
45. I don't have to send my family far away to find employment and business
opportunity
46. Many small farmers in the states are back to using horses
47. Media stories of increased farmer profitability
48. Farmers markets which encourage even small enterprises to participate in many
locations in the region.
49. Yurts
50. Network of common experiences not just farm but fill all wants
51. Many small farmers in the states are going back to using horses
52. Vegetable gardens on the front lawns
21
0
0
0
0
0
0
March 7-18, 2011
53. The Globe and Mail positioning SWOT Corp at the best tourism organization in the
province
54. Yurts
55. Farm exchange program for kids in the area to get to know how others farm
56. We will have a 10% increase in tourism visitation across RTO 1 directly attributable
to agri-tourism sites, events, products
57. Hosting of events such as Iron Chef
58. Opportunity for more people to have an on farm experience
22
March 7-18, 2011

1. XXX Local food. All restaurants utilizing and promoting local food products ...Local food
being used on menus of at least 50% of the restaurants in the region, and identified and
promoted
- supply chain between local producer and value added manufacturer to local restaurants and
food outlets
2. XXX Farm sustainability. Farmers and those associated with agri-tourism are reporting
successes in the financial, sustainability and marketing areas.
- Increased number of entrepreneurs in agri-tourism and more jobs created
- Increased farmer participation in Agri-tourism by 15%
- tracked increase in # visitors, # participating farms/business's & $ generated from the activities
- Larger increase in tourism dollars spent, due value offered products and events and
accommodations.
- Local direct and indirect employment has increased. ..Doubled number of persons working in
agr-tourism
3. XXX Integrated network. We will have a network of agri-tourism operators who are/can be
linked for communication/collaboration/promotion as needed and desired
- A connected strategy that links all the various organizations, and programs focusing on local
food and agri-tourism - not overlapping
4. XXX Enhanced Product development (Increased # of facilities, farmers markets, More on
farm processing) .. Thriving Farmers markets 7 day/week
5. Food and wine terminals... A network of renowned wineries, distilleries and cideries across
the region that rivals Niagara or the Finger Lakes ..Vineyards are a common site in the area
..Thriving wine industry across the region area
- Development of a Wine Trail which is seen as the premier trail in the province
6. Internationally known ...We have a brand that is widely recognizable and respected
- Recognition by the Province that we are the Premier food and wine destination
- We would have identified what we do better than anyone else, and we have let everyone know
about it
7. Increased year round occupancies ... Overnight stays on farms across the region
8. Investment in agri-tourism from outside the region
9. Education focus. Agri-tourism centre much like large farmers market that also focuses on
all educational aspects of production to food products sales
10. Events & festivals. We will have a series of themed events stretching across the region
and across the crop seasons that highlight particular crops (strawberry festivals, corn festivals,
etc
23
March 7-18, 2011

* if we could only pursue FIVE of these...
Voting Results
#votes Idea
13
1. Understand our opportunities / products / gaps so we can develop the experience and building a standard so we don't disappoint our customer ...Understand what we
have. Develop an online data base which must have resources behind it to keep it
current and up-to-date.
- Finding unique experiences across RTO1 like a wine tour, ensuring each municipality
is represented
12
2. Information Exchange ... Creating an operator network, taking an inventory and

building on what we already have, linking providers through a network ...Work together
/ cluster collaboratively / cooperatively - bring the best together, help lesser knowns link
in
12
3. Red tape - research/summarize/ understand/ what limits increase in farm gate

tourism AND integration with other tourism spend (heads and beds). ..Municipal and
prov regulations that inhibit on farm value added
10
4. Solve the disconnect between farmers/food suppliers and the restaurants / food
buyers, so it easy for local food to get into the restaurants
5. Education and co operation of participants in the program ...Education - educate the

farmers as to ag tourism opportunities (this could be as big as eliminating red tape)
6. Branding of RTO1 and creating a trip planning service ...Know who we are first so
we can promote to others. Promote within so we are strong to go out
7. Farm Design and partnerships - identify other entrepreneurs who can assist
"reluctant" farmers who dont know tourism business ......some farmers dont want to be
in agri-tourism... We need a go-to place for these folks to help/educate
8. Development of local and provincially focused market plans and packages with the
focus on London, Guelph and GTA, KW.
9. Support for value-added manufacturing / on farm processing. Note: Cucumbers and

Bicks example
10. Dollars for investment - Sand Plains Development Fund 2.
11. Region tourism signage we must improve available mapping x region
(consistency while maintaining our uniquenesss)
4
1
24
March 7-18, 2011
12. Agricultural Disney Land (adult and child) - build it and they will come - want to see
animals, and vegetables, chickens, goats - things I can't see in the city
5. Development of local and provincially focused market plans and packages with the
focus on London, Guelph and GTA, KW.
Promotion strategy. We can have all the signage and the branding in the world but we
need to bring the people here to read the signs .. Or its really a waste
25
March 7-18, 2011
3.3 Barriers
* what are the 3 most important...
Voting Results
#votes Idea
11
1. Communication region wide ...inadequate communication/networking among agritourism product providers .. Farmers/business owners are busy running their business,
don't have time to connect, educate and expand their businesses ..Awareness &
understanding of available opportunities
11
2. Lack of unified voice / facilitator to make change (fragmentation) ..Organization:

bringing everyone together, leadership to coalesce everything ...effective partnerships
and action
- Fracture approach by too many informed and well wishing organizations - versus regional strategy.
10
3. Red tape
4. Lack of direction (in terms of product development, gaps etc.) ...we need a plan and
an identification of opportunities
- A plan of how to proceed and a clear vision of what is to be gained and accomplished.
5. Getting the partners (agri-tourism operators) to the table - often state they are too
busy to be involved in these larger planning groups ... No time to do this... Proper Time
Management (operator time & resources to do non-core business)
6. Insurance liability allowing activities
7. Entrepreneurial spirit, guts ...lack of business experience and expertise of

entrepreneurs is a consistent thing I see
26
March 7-18, 2011

1. Understand our opportunities / products / gaps so we can develop the experience - and
building a standard so we don't disappoint our customer ...Understand what we have.
Develop an online data base which must have resources behind it to keep it current and upto-date. - Finding unique experiences across RTO1 like a wine tour, ensuring each
municipality is represented
Role: Major (create living inventory of products and create a network)
2. Information Exchange ... Creating an operator network, taking an inventory and building on
what we already have, linking providers through a network ...Work together / cluster
collaboratively / cooperatively - bring the best together, help lesser knowns link in
Role: Major (facilitator role... Using dmos and existing info centres - create connections and
similarities among existing sub regions)
3. Red tape - research/summarize/ understand/ what limits increase in farm gate tourism AND
integration with other tourism spend (heads and beds). . Govt regulations that inhibit on farm
value added
Role: Advocacy
4. Solve the disconnect between farmers/food suppliers and the restaurants / food buyers, so it
easy for local food to get into the restaurants
Role: probably minor... Depends locally
5. Education and co operation of participants in the program ...Education - educate the
farmers as to ag tourism opportunities (this could be as big as eliminating red tape)
Role: Major
6. Branding of RTO1 and creating a trip planning service ...Know who we are first so we can
promote to others. Promote within so we are strong to go out
Role: Major
27
March 7-18, 2011

business?
* What are the SIX most useful to you...
Voting Results
#votes Idea
8
1. Contact list of dmos, associations, commodity groups, vendor, supplier list ...creation
of the operator network(s) for communication, BMP exchange, collaboration
opportunities
- a one stop shopping spot for help, a number to call a website to go to, easy,
accessible, helpful
- Listing of other tourism related activities in the region which agri-tourism operators
can take advantage of
2. Marketing/promotional ideas/opportunities
- a do-it-yourself promotion kit for producers
- social media marketing tips
- sample marketing plans / tactics
3. Live listing of funding and grants opportunities ..list of incentives / resources

available to agri-tourism operators
4. Manual on how to set up an new agri-tourism facility - soup to nuts!

- Flow chart - of where to go for help in becoming an agri-tourism success
- Rudimentary Financial evaluation template ot service
5. Target database ..access to market opportunities ..know the characteristics of the

individuals and volumes to design and refine experiences to target markets
6. Local health department rules and regulations ...liability insurance sources, do's and
don'ts ... How to guide for zoning amendments etc related to agri-tourism
7. Working together and understanding what exists, and what the needs are and
working together (where are the gaps?)
8. Education/workshop opportunities
- glossary of tourism terms, acronyms
9. Leadership direction - need a champion
10. Links between farm hosts and accommodations
28
March 7-18, 2011
11. Research function. Living List of identified or potential ag tourism opportunities with possible online "voted" ranking - with possible positive or negative qualifiers
12. SWAG from the region
0
0
0
0
14. Adaptable to an evolving environment

15. Measures of success
16. List of internship programs that provide students
17. Product standards information
2. Marketing/promotional ideas/opportunities
A do-it-yourself promotion kit for producers
Promotions support
Marketing promotion activities and opportunities
Social media marketing tips
Sample marketing plans / tactics
Ways at access social media
Social media workshops
4. Live listing of funding and grants opportunities ..list of incentives / resources available
to agri-tourism operators
Grants and supportive funding
Funding opportunities
Templates/examples of grant applications
6. Contact list of dmos, associations, commodity groups, vendor, supplier list ...creation
of the operator network(s) for communication, BMP exchange, collaboration
opportunities
Creation of the operator network(s) for communication, BMP exchange, collaboration
opportunities
Data base of producers, products, etc.
Networking opportunities between operators
Network of who is involved
Exiting inventory of suppliers
Who to contact to assist them /what programs are available/what organizations should
they connect themselves too
29
March 7-18, 2011
4.0 Harrow

Voting Results
#votes Idea
11
7
6
5
5
5
5
5
5
4
3
3
3
3
3
2
1. Integrated network. Collaboration among all of the agri-tourism partners in the

region. Everyone working toward a collective and common goal. We have a network
of agri-tourism operators who are linked for communication/collaboration/promotion
2. We know we'll be successful when our own residents sing our regions praises ...
%100 of our own community will have knowledge of our services and products and
have visited the ones they are interested in
3. Other related businesses want to set up here because they know they will have a
customer base. I.e. Hard cheese maker, return of a dairy
4. We have a unified voice and regional "branding" that is shared by all (businesses,
municipalities, etc.)
5. We have inclusive listings (guides, web directories) that allow people to know what is
here and to find accurate information easily.
6. Better infrastructure in place for tourists using alternative transportation
7. We have a bike/walking path along County Road 50.
8. Sales increase
9. The Windsor-Essex wine region has the same strength of brand recognition as
Niagara.
10. Our B&Bs, inns, hotels have increased in number and are still in business. ...we
have a hotel
11. There are signs on westbound Hwy. 401 east of London that list Windsor (so many
Londoners do not even know where Windsor is) ... A new visitor to the Essex County
area can find there way to any winery by following the signs
12. Better coordinated efforts with economic development opportunities.
13. Agree on a set of performance metrics. Is it the amount of foot traffic? Spend per
visitor? What is the benchmark?
14. Partnerships between all areas of the value chain exist including farms,
restaurants, retailers, wineries, accommodations, attractions, etc
15. We need more recognition from media within the region to grow awareness of the
importance of Agri tourism in our region so that it become both to of mind and real
practice
16. We see new business attracted to this area
17. That Windsor-Essex county is reflected in the advertising produced by the RTO.
30
2
2
2
2
2
2
2
2
1
1
1
1
1
1
0
0
0
0
March 7-18, 2011
18. Our internal community is aware of our strengths, resources and what makes us
unique & special and are all champions for the region
19. We would see daily coach buses
20. Doubled number of persons working in agr-tourism
21. The number of visitors to our area has doubled over a period of two years
22. An easily accessible communications tool exists that visitors can access easily and
readily outlining all the happenings in the region
23. When our business increases by the number of visitors we see to the region and to
our businesses, but that co-exists in an environmentally conscious and respectful way
24. We have maintained our rural identity even with our success and we are charming.
25. Our waterways and community are clean and can be used safely for all to enjoy
26. There would be funding or direction given for groups who want to work
collaboratively.
27. Better coordination between municipal governments.
28. Themed hot spots arise
29. We have a number of agri tourism businesses in our region however - the general
awareness of what agri-tourism is in our region and outside our region is not well
known.
30. We define our region on a global scale for the specialty of product that we offer
31. Google maps will get our wineries right.
32. We have restaurants here to feed the tourists.
33. Therefore we need collaboration, media attention and awareness and then tourists
and customers will come
35. Every field is planted and the area is vibrant.
36. When we see an advertisement for this specific RTO that includes attractions in
Southwestern Ontario
31
March 7-18, 2011

1. XXX Integrated network. Collaboration among all of the agri-tourism partners in the region.
Everyone working toward a collective and common goal. We have a network of agri-tourism
operators who are linked for
Communication/collaboration/promotion
- partnerships between all areas of the value chain exist including farms, restaurants, retailers,
wineries, accommodations, attractions, etc
2. XXX Self awareness. We know we'll be successful when our own residents sing our
regions praises ... %100 of our own community will have knowledge of our services and
products and have visited the ones they are interested in
3. XXX Unified branding. We have a unified voice and regional "branding" that is shared by all
(businesses, munis, etc.)
- The Windsor-Essex wine region has the same strength of brand recognition as Niagara.
- There are signs on westbound Hwy. 401 east of London that list Windsor (so many Londoners
do not even know where Windsor is) ... A new visitor to the Essex County area can find there
way to any winery by following the signs
- We need more recognition from media within the region to grow awareness
We need more recognition from media within the region to grow awareness of the
importance of Agri tourism in our region so that it become both to of mind and real
practice
4. XXX Agree on a set of performance metrics. Is it the amount of foot traffic? Spend per
visitor? What is the benchmark? Sales increase (pos econ impact for operators)
5. Business growth. Other related businesses want to set up here because they know they
will have a customer base. I.e. Hard cheese maker, return of a dairy
- Our B&Bs, inns, hotels have increased in number and are still in business. ...we have a hotel
We see new business attracted to this area
6. Information accessibility. We have inclusive listings (guides, web directories) that allow
people to know what is here and to find accurate information easily.
7. Transportation infrastructure.. Better infrastructure in place for tourists using alternative
transportation ...We have a bike/walking path along County Road 50.
8. Legs & Regs. Better coordinated efforts with economic development opportunities
(municipal cooperation) - streamline process
32
March 7-18, 2011

* If we could only pursue FIVE of these...
Voting Results
#votes Idea
12
1. Operator network. Develop a critical mass of agri-tourism operators to collaborate

on marketing/sales/partnership/outreach, techniques, best practices and sharing and
celebrating the flavours and colours of the region
10
10
3. Unified advertisement to our community creating knowledge of ourselves.( Ex

Festivals, Ontario South Commercials)
- Local Awareness of agri business opportunities - tapping into your local market,
initiating talks at school/EI level (training, apprenticeships, entrepreneurs)
- Huge multi-faceted media campaign.
4. Who is in charge of tying it all together; accountability for detailing & following
through
5. Representation of Ontario products in all area business' Ex- Zehrs offering "Ontario
Fresh" section. ...Continued emphasis on local food and beverages; strategic
relationships with food purveyors.
6. Sub-branding areas within the RTO, working with strengths and seasons. Need to
highlight flavours and colours of the sub regions -- ensure cooperation across these
micro regions.
7. Eco-tourism - pursue market
8. Trails and Bike paths.
9. Business retention. Support successes to prevent them from leaving
10. Build packages - need to convey the value-added experience for the visitor "the
perfect 3 days in Essex County"
11. Utilize Smart community (Portals, Community Tools, Processes) for business
collaboration
12. Research. Visitor research - SWOT analysis ... Best practices elsewhere, lessons
learned (e.g. "open for business")
2
2
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March 7-18, 2011
Signage
Get the regional signage consistent (with room for local variations)
Signage - people need to know where they are going
3. Operator network. Develop a critical mass of agri-tourism operators to collaborate on
marketing/sales/partnership/outreach, techniques, best practices and sharing and
celebrating the flavours and colours of the region
Create an operator network, linking providers through a network to share, learn, sell, buy
34
March 7-18, 2011
4.3 Barriers
Other than $$$, what are the FOUR most important...
Voting Results
#votes Idea
12
1. Cooperation between local business ..working together as a region ...egos ...Past

grievances.
2. Leadership - lack of a champion (s) to take the bull by horns and make it happen
3. External Perception of our region (known as manufacturers... Our location near

Detroit)
4. Municipal barriers (lack of support and understanding, awareness, red tape)
5. Lack of marketing knowledge (we are manufacturers not marketers) ...We are
beginning from ground zero in terms of branding ... Dont have a unified voice around a
single brand..
6. Getting partners to buy in... Especially more rural partners
7. Poor self-image - lack of confidence, pride
8. Personnel - time: Businesses are extremely busy with keeping there doors open
and servicing their customers. They do not have time/resources to address many of
the obstacles identified.
1
1
1
9. $$$
10. Complacency / apathy: some operators don't care
11. Seasonal inactivity (seasonal nature of our businesses)
35
March 7-18, 2011


marketing/sales/partnership/outreach, techniques, best practices & sharing
Role: Major
2. Region tourism signage we must improve available mapping x region Region must do
this, MTO makes it happen, minor in getting access to MTO ..
Role: Advocacy...
3. Unified advertisement to our community creating knowledge of ourselves.( Ex Festivals,
Ontario South Commercials) Local Awareness of agri business opportunities - tapping
into your local market, initiating talks at school/EI level (training, apprenticeships,
entrepreneurs)
Role: Minor... Has to come from dmos, operators
4. Who is in charge of tying it all together; accountability for detailing & following through
Role: Major??
5. Representation of Ontario products in all area business' Ex- Zehrs offering "Ontario
Fresh" section. ...Continued emphasis on local food and beverages; strategic relationships
with food purveyors.
Role: Major Advocacy
6. Sub-branding areas within the RTO, working with strengths and seasons. Need to
highlight flavours and colours of the sub regions -- ensure cooperation across these micro
regions.
Role: Major, inventory and promote the big attractions
36
March 7-18, 2011

business?
* what are the FIVE most useful to you...
Voting Results
#votes Idea
7
1. Support in accessing funding for business expansion ..Education on available

incentives (for expansion).
2. Access to marketing start up funds for our regions partners (those that have critical
mass and are willing to share in the risk) Pay to play but RTO 1 needs to recognize the
assets that are winners and partner with the winners.
3. Marketing advice/Leadership ...opportunities through internet to reach targeted

customer base ..education and understanding of marketing and social media
4. Marketing Trends & Analysis. Understanding of foot traffic patterns, overall market
potential, seasonal patterns to assist in creating business plan. ..we need access to
research to base decisions on
5. Create a list of best practices, Create a check list or how too's for marketing, funding,
advocacy, things not to do - or lessons learned ...manual/checklist for basics that each
operator should have/maintain & resources to help achieve it
6. Contact list of operators, vendors, capabilities, offerings
7. Licensing & permits (e.g. There are 5-7 licenses required for wineries)
8. Concierge... Go-to person/hotline? Someone to call when you are stuck, have a
question, etc.
9. Education on SMART community and leveraging available tools.
10. Labour/employment laws/compliance.
11. Municipal taxes too high ,therefore a deterrent
13. Marketers and promoters sharing good news stories
37
March 7-18, 2011
5.0 Wyoming

Voting Results
#votes Idea
10
10
9
9
9
8
7
7
7
7
6
6
6
6
5
5
5
5
5
5
1. We have greater # of tourists each year, ... A measurable number of visitors to agritourism facilities are identifiable as first-time attendees ...#of visitors; increased
revenues; length of stay; new products; profile of visitors - local, regional, provincial,
international; per visitor spending;
2. Longer tourism season; integrated regional agri-tourism strategy supported by road
signage, enticing marketing materials; school programs - educate our children about
where the food comes from; buy locally; organized bus tours to farms and culinary
experiences;
3. More buying locally -- consumers and restaurants
4. Increased knowledge of people in region as to what is located in their backyard
5. Restaurants promote locally-sourced meals and dishes
6. Cross-promotions for markets and events
7. #of visitors; increased revenues; length of stay; new products; profile of visitors local, regional, provincial, international; per visitor spending;
8. Repeat visitors ...when people leave they have a must return the this again feeling
...increase year over year of repeat and new tourists
9. We know we're successful when awareness has been established regarding agri
tourism resulting in community involvement and job creations.
10. Convince the public to travel out of the city, rural area may be not as far as they
think
11. People are utilizing the Lambton Food and Fun Map
12. Road signage for various locations with directions on rural and main highways
13. Lambton and the region would be better known outside of our area.
14. Urban residents will have a better understanding of the local rural community.
15. Doubled number of persons working in agr-tourism
16. Agri-tourism is a greater part of our local economy (in jobs, revenue, identity etc,)
17. Educational experience is sought after by schools and City people... I.e. How to
grow a backyard garden
18. Increased number of bus tours
19. Create packages for even one-day trips -- example refer from Sarnia Farmer's
Market to Arkona...
20. Matching opportunity for producers/restaurants/chefs etc so that all businesses
thrive
38
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4
4
4
3
3
3
3
3
2
2
2
2
2
2
1
1
1
1
0
March 7-18, 2011
21. More cohesive scheduling of events to ensure there is always something

happening!
22. People realize the benefits of good quality local products over shipped
23. More businesses; more tourist-based revenue,
24. We would have a stronger and more diversified local economy, with more people
employed in agri-tourism.
25. Collaboration within all local groups associations and levels of gov't is critical
26. Measure the number of patrons attending your event over the next few years and
look for the growth each year.
27. See many international groups viewing our community as the place to visit
28. More cross promotion within parks into local events in their area, tie in regions BIA,
Chambers etc.
29. Seasonality is important for tying together growing seasons and events - make
sense
30. Agri-tourism places synonymous with visiting Sarnia Lambton as the CN tower is to
Toronto
31. When knowledge exchange programs are being offered at agri tourism locations,
32. People in Target populations look forward to their chance to be on a Sunday bus
tour to visit rural farm operations for a day or a weekend and have a country dinner.
33. More opportunity to create their own itinerary rather than having it created for them
34. Word of mouth promotion; increased agri-tourism profile in the province, and across
Canada;
35. Measure pull of tourists from outside the Region
36. Have a volunteer group to assist new entrepreneurs thru the steps to be successful
in establishing and maintaining an agribusiness
37. Pull tourists from one opportunity (camping) into agri-tourism
38. Do random surveys to make sure you are delivering the product that the tourist is
looking for. Survey would ask questions regarding the tourist satisfaction.
39. Comprehensive promotional organization that links other RTO's.
40. Operators have to expand parking!!!!
39
March 7-18, 2011

1. XXX # tourists new & repeat. We have greater # of tourists each year, ... A measurable
number of visitors to agri-tourism facilities are identifiable as first-time attendees ..Increased
number of bus tours
- Repeat visitors ...when people leave they have a must return the this again feeling ...increase
year over year of repeat and new tourists
#of visitors; increased revenues; length of stay; new products; profile of visitors - local,
regional, provincial, international; per visitor spending;
Organized bus tours to farms and culinary experiences;
2. XXX Local marketing/buying. People are utilizing the Lambton Food and Fun Map ...
More buying locally -- consumers and restaurants ..Restaurants promote locally-sourced meals
and dishes
3. XXX Economic impact/job creation. We know we're successful when awareness has
been established regarding agri tourism resulting in community involvement and job creations.
...Doubled number of persons working in agr-tourism ..Agri-tourism is a greater part of our local
economy (in jobs, revenue, identity etc,)
4. XXX External awareness/profile. Convince the public to travel out of the city, rural area
may be not as far as they think ...Lambton and the region would be better known outside of our
area. ..Urban residents will have a better understanding of the local rural community.
5. XXX Way finding. Road signage for various locations with directions on rural and main
highways ...integrated regional agri-tourism strategy supported by road signage, enticing
marketing materials;
6. Internal awareness. Increased knowledge of people in region as to what is located in their
backyard
7. Cross-promotions for markets and events ...
8. Educational experience is sought after by schools and City people... I.e. How to grow a
backyard garden
- school programs - educate our children about where the food comes from; buy locally;
9. Package development/referrals. Create packages for even one-day trips -- example refer
from Sarnia Farmer's Market to Arkona...
10. Longer tourism season;
40
March 7-18, 2011

* If we could only pursue SIX of these...
Voting Results
#votes Idea
19
1. Packaging - events/products ... Destination point for multi-day stays that touch each
key experience type - culinary, wineries, markets, sports, shopping, seasonal events
and festivals, farm shows etc,,,,,
- collect the features of area and make calendar
- Links established between agri-tourism and other attractions such as waterfronts,
natural and cultural heritage features in the area.
16
2. Collaborative marketing, print, radio, web/TV

- incorporate Sarnia-Lambton in Tourism Ontario publications
- Use of Google maps and similar applications.
14
3. Signage!!! Everywhere and informative (how far to what attraction)
12
4. Organize operator events to pull people together for collaboration -- has to be more
assertive than simple networking ..building a regional network of similar experiences
...Mentorship programs for new entrants
11
5. Student and public awareness educational programs exploring agricultural

sustainable techniques.
- Nutritional programs of self sufficiency and appreciation for a healthier lifestyle.
10
6. Focusing on the fact that there are 4 distinct seasons and tourism experiences and
opportunities that align with all of them, Remembering that there are experiences to
meet the needs of all age demographics
10
7. Identify existing agri businesses/facilities - and help them see benefits/approach to

agri-tourism
8. Volunteer board to help navigate thru processes of establishing and maintaining a

successful agribusiness
9. Access to capital - financing advice, loan interest loans for new / existing ventures
7
6
10. Promotion of value-added businesses (e.g. Incubator space, consulting, buy local)
11. Cooperation on several levels between producers, public, school board, grocery
chains, and food franchises
41
March 7-18, 2011
12. Research & development and knowledge exchange programs on renewable and
alternative energy,
- What are the industries best practices and how do we best fit
13. Soft enforcement of local regulations such as parking, event permits, farm product
storage and display
15. Defer impact of assessment changes for redevelopment. Let operators recoup
investment before paying taxes!
Signage in key locations
Signage updated
...Mentorship programs for new entrants
Collaboration with all associations, businesses, event organizations, sporting groups to
share resources, marketing and promotions to be more effective - creating better
awareness, focusing on Local first - and making businesses more successful
Need cohesiveness, sharing of knowledge
7. Student and public awareness educational programs exploring agricultural sustainable
techniques.
We would like to develop a bus tour to local producers. This could take different forms -catered to schools, adult urban groups, university students, etc. This would be about an
experience. We could involve country meals, night square dance after tour, and/or
educational short courses like backyard garden, etc. Goal lead to potential CSA.
Increased awareness/promotion/education of local agriculture, including in schools,
camps etc.
8. Volunteer board to help navigate thru processes of establishing and maintaining a
successful agribusiness
What are the industries best practices and how do we best fit
42
March 7-18, 2011
5.3 Barriers
* What are the FIVE most important...
Voting Results
#votes Idea
19
1. Collaborative attitude among farmers/agribusinesses. ... Need for organization

...knowledge of existing effort and the cooperation between the groups.....most seem to
operate in silos ..in agriculture, many farmers feel they are alone in working an
endeavour forgetting that they are part of the bigger picture and working together would
benefit all
19
2. Awareness... Lack of communication all around ..awareness of existing ag tourism

and food production ...How to make or promote our local experience as being different
from all the other areas promoting agri-tourism.
17
3. Excess rules and regulations to all events with multi - levels of government each
required individual inspections, paperwork and follow-up ...various levels of
government all with their own area of jurisdiction and rules red tape
12
4. Leadership and vision
11
5. Agri tourism - hasn't previously been prioritized at a local/regional level ...Food and
agri-tourism are not our priorities; I suggest they should be. Our health is dependent
on what we eat and on our appreciation for one of the most important natural
resources.
6. Liability Insurance
7. Lack of willingness of those in an urban setting to accept the possibilities present to

them in a rural setting.
8. Challenge in helping operators see the opportunity. Merging agricultural practices

into optional enterprises and being recognized proactively (e.g. Renewable,
sustainable, alternative etc.)
9. Onsite Infrastructure. Handicap Accessibility ...Washroom Facilities
5
3
10. Lack of time and commitment (of operators)

11. Operators do not understand the benefits of tourism ... "Tourist" is usually seen in a
negative sense -- the Vegas experience or huge amusement park crowd.
12. Size and diversity of businesses (so many different orgs come under umbrella of
agri tourism)
43
March 7-18, 2011
4. Collaborative attitude among farmers/agribusinesses. ... Need for organization
The lack of common focus or collaborative promotional efforts for all operators to benefit
to the ultimate potential of the area, as opposed to smaller individual "wins".
8. Awareness... Lack of communication all around ..awareness of existing ag tourism and
food production ...How to make or promote our local experience as being different from
all the other areas promoting agri-tourism.
Awareness
Awareness of existing ag tourism and food production
Other destinations viewed as more attractive to visitors
44
March 7-18, 2011

ideas forward)? * Lead or Support, or None
1. Packaging - events/products ... Destination point for multi-day stays that touch each key
experience type - culinary, wineries, markets, sports, shopping, seasonal events and
festivals, farm shows etc
- Collect the features of area and make calendar
- Links established between agri-tourism and other attractions such as waterfronts, natural
and cultural heritage features in the area.
ROLE: Support....
2. Collaborative marketing, print, radio, web/TV
- Incorporate Sarnia-Lambton in Tourism Ontario publications
- Use of Google maps and similar applications.
ROLE: Support
ROLE: Lead - coordinator of signage throughout region
ROLE: Lead
5. Student and public awareness educational programs exploring agricultural sustainable
techniques.
ROLE: Support
6. Identify and support existing agri businesses/facilities - and help them see
benefits/approach to agri-tourism
ROLE: Lead
45
March 7-18, 2011

business?
* What are the SIX most useful to you...
Voting Results
#votes Idea
8
1. Tourism 101 benefits, how to package, marketing, etc... Tourism 101 ...key
questions to think of when finding your niche in this area ...
2. Operating Guide ...Guide that outlines how to set up a business that is ag-based.
...operational guidelines for agri-tourism; business and marketing support ..List of who
to talk to when setting up a business, both for assistance and regulations.
3. Access to comprehensive information for health regulations, business registration

logistics ...Uniformity of rules and regulations throughout the RTO area including land
use by-laws which is currently under the mandate of municipalities
4. Funding resources ... Access to grants & subsidies made more available and user
friendly
5. Access to a comprehensive, one-size-fits-all liability insurance package that will

protect promoters, farmers involved in agri-tourism/local promotion ..Tourism "friendly"
insurance companies
6. Examples -- case studies -- details of what is working elsewhere that can be applied
here ...best practice examples;
7. Computer/web help ... Web site development and search key word identification
..expertise ,advice when deciding to launch your business online, links
8. Package to include key website links and other data to assist in establishing new
enterprises, and helping existing operators expand
9. Contact list... Supplier list ... Access to list of similar operating businesses - in order
to coordinate similar experiences and mentoring ...inventory of other complementary
businesses;
10. Liaisoning & networking with professional associates .. Mentorship opportunities

...a networking organization where producers can share ideas and cross promote
11. Comprehensive guide that ties together all relevant and current resources for agribusinesses - farm fresh, fruit and veg, wineries etc,
46
March 7-18, 2011
12. Individualized plans for download depending on type of venture planned (winery,
b&b, fair, market CSA)
13. Information about Tourists.. What they want, need, and don't have available to
them.
47
March 7-18, 2011
6.0 Blenheim

* What are the EIGHT most compelling elements of this future state...
Voting Results
#votes Idea
6
6
4
4
3
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3
3
3
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3
2
2
2
2
2
1. Food processing centres begin to develop, which in turn helps develop more on farm
food processing
2. Our Buy Local Buy Fresh map triples in the number of sites ...Local food used ...Our
region has become known for its locally sourced cuisine. ...restaurants list source of
food products/ growers on menus
3. Signage in area - very clear directing people to various agri attractions, events etc
...visitors are able to navigate throughout our region easily allowing them to make the
best use of their stay with us.
4. Chatham-Kent becomes a destination for people looking to see local foods in many
of our restaurants
5. Build on local food movement and 100 mile diet interest with area farms, farm
markets etc. ...local people put great emphasis on buying local products - which makes
producers more viable
6. Tourists in Ontario can easily put together a series of activities and destinations, no
matter what the region or municipality, to fill an extended stay in the province
7. An efficient and easy to navigate web site for local food and farm destinations
8. Vibrant agri-tourism spawns numerous B&Bs, restaurants specializing in local foods
9. increased local wineries linked across the region producing wine festivals which
bring tourists from across Canada and internationally
10. Cross regional support and complimentary festivals, travel routes, and economic
development
11. agri-tourism is considered a career option
12. Culinary tours: partnering farm tours with chef cooking lessons on local food
13. web portal gives easy one or two click access to agri-tourism activities, venues
14. understanding of importance of agriculture in local economy and local citizens
being advocates for its promotion and support
15. agri-tourism will be a way of attracting new residents to this area
16. farm, culinary and accommodation cross over information for tourists coming to the
region
17. healthier population because they are involved from the knowledge perspective as
well as the action - doing and eating healthy locally grown food
18. In addition to local foods, C-K grows many crops for our increasing immigrant
population, which in turns brings more immigrants to our area
48
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March 7-18, 2011
19. University of Guelph, agricultural department continues to expand - more young

people consider farming, agriculture as viable option for future
20. sustainable return/new visitors ...visitors in the agri-tourism market would increase
21. highway 3 & hwy 2 will be recognized as defined tourist routes
22. more young people will remain in rural areas with decent jobs
23. rural-based towns will have 90% occupancy of store fronts
24. many agriculturally themed festivals spring to fall ..local product festival bring visits
from outside the region
25. working farms are adding to their income with seasonal events on their farms - e.g.
Halloween in the field,
26. Operators network that is active, dynamic and vibrant
27. people come from across Ontario and across the border for farmers' markets
around the area
28. the diverse agriculture of C-K is well known across Ontario, Canada, and the world
29. Tourists wanting specific tours or experiences can access them quickly and easily
in this area
30. farming education in the schools
31. the problem is not finding things to do, but choosing what is the most fun from all
the possibilities
33. agricultural awareness for the general public- farms do not belong to Old McDonald
anymore
34. municipality will change the severance rules so that barns can be severed with a
house and acreage
35. recipe books containing photos of farms in region
36. Appreciation of where food comes from
37. The number of wineries has increased to 12
38. There are clusters of farms in various areas of C-K which host on farm visitors
39. everyone who comes from outside a local area is recognized as a tourist and
treated like a special guest
40. Partnering farm gate sales between producers i.e. help to sell other local products
with your own
41. urban people being comfortable navigating in the rural areas
42. a level of service that is consistent and a product that is accessible to the general
public
43. better understanding by local population what area has to offer
44. packages of themed activities are offered to visitors wherever they go
45. Our region's partners are knowledgeable about the services and offerings we have.
46. self guided tours of regions agricultural produce/ organic produce
47. educate customers about the processes involved in farming. continue with the rural
tours. increased sales
48. cooking classes at rural locations
49
March 7-18, 2011

1. XXX Website/technology. An efficient and easy to navigate web site for local food and farm
destinations ...web portal gives easy one or two click access to agri-tourism activities, venues
2. XXX Signage in area - very clear directing people to various agri attractions, events etc
...visitors are able to navigate throughout our region easily allowing them to make the best use
of their stay with us.
3. XXX Regional approach. Cross regional support and complimentary festivals, travel routes,
and economic development
- tourists in Ontario can easily put together a series of activities and destinations, no matter what
the region or municipality, to fill an extended stay in the province
4. XXX Product development. vibrant agri-tourism spawns numerous B&Bs, restaurants
specializing in local foods ...
Wineries. increased local wineries linked across the region producing wine festivals which bring
tourists from across Canada and internationally ...Culinary tours: partnering farm tours with chef
cooking lessons on local food
X Buy local. Our Buy Local Buy Fresh map triples in the number of sites ...Local food used
...Our region has become known for its locally sourced cuisine. ...restaurants list source of
food products/ growers on menus ..
Chatham-Kent becomes a destination for people looking to see local foods in many of our
restaurants
Build on local food movement and 100 mile diet interest with area farms, farm markets etc.
...local people put great emphasis on buying local products - which makes producers more
viable
5. X Resident awareness.. understanding of importance of agriculture in local economy and

local citizens being advocates for its promotion and support
6. Value add. food processing centres begin to develop, which in turn helps develop more on
farm food processing
7. Workforce. agri-tourism is considered a career option
8. agri-tourism will be a way of attracting new residents to this area
50
March 7-18, 2011

* if we could only pursue FOUR of these...
Voting Results
#votes Idea
10
1. Operator network. Develop a critical mass of agri-tourism operators to collaborate

on marketing/sales, partnerships, outreach, techniques, best practices ..the
collaborated effort with promotion - help each other, boosts the local economy
2. Way finding - website, signage, mapping, more information access points, such as
tourist information booths
3. Training & education opportunities for network: customer service, communications..

local product ambassadors - talk it up ..establish seminar series to help develop
successful agri-business
- Agricultural College - promote "Proud to be a Farmer" - do they have a course in agritourism
4. Building travel packages ...link wineries with others in regions and promote better
links with B&B to link the producers with the deliverers more strongly.
5. Regional and Community needs to buy in ... local product ambassadors - talk it up
- creating a greater customer experience
- essential to educate locals first - some of the locals don't know that certain things
exist in their own backyard.
- Create and teach a tourism/service culture in our communities
6. Market assessment/campaign. Assets mapped - amass the detailed info of our

offerings .. ..Take inventory of existing anchor attractions and supporting business ...
understand our customer / target audiences
7. Product development - food processing on/off farm ... assistance with the value add
to move quickly - to not miss opportunities
8. Assist farmers - to see the agri-tourism opportunity, payoff, business plan, marketing
strategy, target groups
10. Work with Service Canada to designate the project as a "favoured" student summer
job
11. Create a new zoning classification for value added farming
3
1
0
0
51
March 7-18, 2011

marketing/sales, partnerships, outreach, techniques, best practices ..the collaborated
effort with promotion - help each other, boosts the local economy
Networking
partnership/relationship building between businesses. Opportunity to partner/ promote
other businesses .information /signage/advertising/product sales etc
3. Way finding - website, signage, mapping, more information access points, such as
tourist information booths
Region tourism signage - consistent & standard ..It is critical to improve available
mapping to permit visitors to go off the main highways
Signage - clear and easily followed, consistent across region
more information access points, such as tourist information booths
Overall awareness: signage, website,
4. Market assessment/campaign. Assets mapped - amass the detailed info of our
offerings .. ..Take inventory of existing anchor attractions and supporting business ...
understand our customer / target audiences
Marketing campaign. Once we have products, a marketing campaign
8. Product development - food processing on/off farm ... assistance with the value add to
move quickly - to not miss opportunities
Product development across sectors and the region
Product development - food processing on/off farm
52
March 7-18, 2011
6.3 Barriers
* what are the THREE most important...
Voting Results
#votes Idea
9
1. Dissemination of information - people don't know what is out there and where others
are (operator awareness of programs, support, etc.)
2. government red tape and bureaucracy ...municipal and provincial

restrictions/zoning/taxation
3. product development - we dont have enough appealing, comprehensive product out

there
4. operator resources - time, promotion, expertise to do agri tourism (I am running my

farm and no time ...)
5. Lack of collaboration e.g. producers talking to restaurants, stores
6. negative attitudes of our citizens ...apathy and inertia
53
March 7-18, 2011

ideas forward)?
* Lead, Support, None??
marketing/sales, partnerships, outreach, techniques, best practices ..the collaborated effort
with promotion - help each other, boosts the local economy
Role: Support role perhaps in linking all the existing orgs...
2. Way finding - website, signage, mapping, more information access points, such as tourist
information booths
Role: Lead (for consistency x region) see C-K experience
- Region tourism signage - consistent & standard ..It is critical to improve available mapping to
permit visitors to go off the main highways
- Signage - clear and easily followed, consistent across region
- more information access points, such as tourist information booths
- Overall awareness: signage, website,
3. Training & education opportunities for network: customer service, communications..
local product ambassadors - talk it up ..establish seminar series to help develop successful
agri-business
- Agricultural College - promote "Proud to be a Farmer" - do they have a course in agritourism
Role: Lead?? develop course x region
4. Building travel packages ...link wineries with others in regions and promote better links
with B&B to link the producers with the deliverers more strongly.
Role: Support -> Dont duplicate what DMOs are doing
5. Regional and Community needs to buy in ... local product ambassadors - talk it up
Role: Support perhaps awareness in understanding what is available x region
- creating a greater customer experience
- essential to educate locals first - some of the locals don't know that certain things exist in
their own backyard.
- Create and teach a tourism/service culture in our communities
6. Market assessment/campaign. Assets mapped - amass the detailed info of our offerings ..
..Take inventory of existing anchor attractions and supporting business ... understand our
customer / target audiences
Role: Lead -> support local orgs but bring together all this info
a. Marketing campaign. Once we have products, a marketing campaign
54
March 7-18, 2011

business?
* what are the SIX most useful to you...
Voting Results
#votes Idea
4
3
3
3
3
1
1
1
0
0
0
0
1. Information on funding --- links to resources ...resources - funding/grants

2. marketing tools
3. education/customer service training ...education opportunities
4. Links to complimentary associations .. contact information of other suppliers/farmers/
agri-tourism events ..names & contact info of local/regional tourism support people
5. Legs, regs, bylaws. step by step guide to help navigate legislation and also how to
set up and market products ...link to provincial regulations on value added produce
offered at local farmers markets ...information sessions with Councilors to inform them
about how regulations can assist rather than hinder agri-tourism packages and
products ..guide to local bylaws
6. Mentorship program - new prospects working with established operators
7. short case studies of successful agri-tourism businesses ... newsletter; success
stories etc
8. insurance/ liability /safety requirements on farm for visitors
10. outside critical useful assessment
11. information of how agencies/ governments work together.... information of how
Department of Tourism and Economic Development link with local producers
12. calendar of local events - kept current
13. progress information - keep us informed what is happening
55
March 7-18, 2011
6.6 Attendance List

1. Joy Sim joysim@chatham-kent.ca
2. Monica.bacic@cfdcck.on.ca
3. Marlee Robinson, marleelrobinson@gmail.com
4. Jackie Gladstone jackieyam@yahoo.com
5. Kim Cooper kimco@chatham-kent.ca
6. Chris Kirkwood chriski@chatham-kent.ca
7. Ingrid Dieleman kendieleman@sympatico.ca
8. Ruth Clark clarkshome@hotmail.com
9. Heather Gaze, email hgaze@sympatico.ca
10. Wendie Dupuis wendie@lakewoodte.com
11. Jeff Kinsella jeff.kinsella@ontario.ca
12. Sue mclarty sue@ofac.org
13. Susanne Spence Wilkins riteplant@hotmail.com
14. Mary Jane Smith smith.wilson@southkent.net
15. Mike Buis mike@buisbeef.ca
56
March 7-18, 2011
Appendices
A Participant List
57
Appendix B: Product Potential Maps
1
40
Lake Ontario
Lake Huron
10 Km
1:400,000
403
402
Lake St.Clair
Lake Erie
Base Data: MNR NRVIS, 2011. Produced by CRA under license from Ontario Ministry of Natural Resources, Queens Printer 2011 Datum: NAD 83 Projection: UTM Zone 17
Legend
Viticultural Region defined by Vinter's Quality Alliance Ontario
Fruit Region defined by OMAFRA Fact Sheet 04-045
OMAFRA Soil Regions with Potential for Wine & Hops Production
73285-00(LAY001)GIS-WA009
May 12, 2011
figure 9
Agricultural Potential
South Western Ontario
Regional Tourism Organization
Ontario, Canada
2.5
5 Km
1:300,000
Lake St. Clair
40 1
Lake Erie
Municipality
of
Chatham-Kent
Legend

73285-00(LAY001)GIS-WA002
May 11, 2011
figure 2
Municipality of Chatham-Kent, Ontario
402
2.5
5 Km
1:250,000
Lake Erie
1
40
Elgin County
Legend

OMAFRA Soils Regions with Potential for Wine & Hops Production
73285-00(LAY001)GIS-WA004
May 12, 2011
figure 4
Elgin County, Ontario
Lake St. Clair

0
2.5
5 Km
1:240,000
401
Lake Erie
County of Essex
Legend
73285-00(LAY001)GIS-WA001
May 11, 2011
figure 1
County of Essex, Ontario
4 Km
1:200,000
Haldimand
County
Lake Erie
Legend
73285-00(LAY001)GIS-WA008
May 12, 2011
figure 8
Haldimand County, Ontario
2.5
5 Km
1:275,000
Lake Huron
402
Lambton County
Legend
73285-00(LAY001)GIS-WA003
May 11, 2011
figure 3
Lambton County, Ontario
Lake Huron
.
3
6 Km
1:350,000
402
Middlesex County
401
Lake Erie
Legend
Viticultural Region define by Vinter's Quality Alliiance Ontario

FruitRegion defined by OMAFRA Fact Sheet 04-045
73285-00(LAY001)GIS-WA004
May 12, 2011
figure 5
Middlesex County, Ontario
1
40
2.5
5 Km
1:250,000
Lake Erie
Norfolk
County
Legend
73285-00(LAY001)GIS-WA007
May 12, 2011
figure 7
Norfolk County, Ontario
2.5
5 Km
1:250,000
401
Oxford
County
Lake Erie
Legend

73285-00(LAY001)GIS-WA006
May 12, 2011
figure 6
County of County, Ontario

Agri Tourism Strategy

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Agritourism Development Strategy

and Marketing Plan

Trends in Agritourism ........................................................................................ 6

On-farm Recreation ........................................................................................... 8

The Canadian Agritourist .................................................................................... 9

The Agritourist in the SWOTC Region ............................................................. 11

Review of Agritourism Initiatives ................................................................... 13

Agritourism Market Readiness Matrix ................................................................. 25

Barriers and Obstacles ..................................................................................... 28

SWOTC Support .............................................................................................. 30

Product Potential ........................................................................................... 32

Viticulture and Fruit ......................................................................................... 32

Summary and Recommendations ................................................................... 36

Agritourism Product Categories ......................................................................... 37

Product Development Potential ......................................................................... 40

Best Practice Review ...................................................................................... 45

Overview of Best Practices ............................................................................... 45

Case Studies .................................................................................................. 47

Great Ideas in Agritourism ............................................................................... 52

Agritourism Programs ................................................................................. 61

Local Foods ................................................................................................. 61

Wines and Spirits ......................................................................................... 67

Farm Experience Program ............................................................................. 76

Festivals and Events ..................................................................................... 85

Page | 1 SWOTC Agritourism Development Strategy and Marketing Plan

Marketing Plan ............................................................................................ 89

Promotion ................................................................................................. 104

Agritourism Toolkit ................................................................................... 118

Top Priorities ............................................................................................ 122

Market readiness status and database sharing ............................................... 122

Internal promotion and local supply chain ..................................................... 123

Establishing a baseline................................................................................ 124

Conclusion ................................................................................................ 125

Appendix A: Focus Group ................................................................................... 126

Page | 2 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 3 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 4 SWOTC Agritourism Development Strategy and Marketing Plan

Scarecrow-making, pumpkin carving/painting

2.1. Trends in Agritourism

Page | 6 SWOTC Agritourism Development Strategy and Marketing Plan

Of the on-farm markets surveyed, 72% defined themselves as on-farm markets.

Page | 7 SWOTC Agritourism Development Strategy and Marketing Plan

Defining the Agritourist

3.1. On-farm Recreation

Page | 8 SWOTC Agritourism Development Strategy and Marketing Plan

3.2. The Canadian Agritourist

Page | 9 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 10 SWOTC Agritourism Development Strategy and Marketing Plan

The Agritourist in the SWOTC Region

Page | 11 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 12 SWOTC Agritourism Development Strategy and Marketing Plan

Review of Agritourism Initiatives

Page | 13 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 15 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 17 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 18 SWOTC Agritourism Development Strategy and Marketing Plan

Sarnia - Lambton County

London and Middlesex County

Page | 20 SWOTC Agritourism Development Strategy and Marketing Plan

Page | 22 SWOTC Agritourism Development Strategy and Marketing Plan

5.1. Agritourism Market Readiness Matrix

Agritourism designation in Official Plans

X = Present in the County

SWOTC Region by County