FEBRUARY 2025
Executive Summary
The United Counties of Stormont, Dundas and Glengarry and the City of Cornwall have initiated a fiveyear tourism strategic action plan that will establish a clear vision and mission for SDG Counties Tourism to capitalize on the opportunity for future tourism development and lasting economic impact for local business owners and residents.
The strategy development project has been created as a partnership between SDG Counties and Cornwall, with a focus on community engagement and collaboration including the development of a Tourism Working Group, three in-person workshops, and over 20 one-on-one interviews with stakeholders. This strategy identifies elements and key themes for tourism development and unique differentiators of the SDG Counties and Cornwall area, broken down into three pillars.
Organizational
Tourism Management
Establish a tourism partnership group to act as advisors for SDG Counties Tourism
Collaborate on a funding plan to leverage available support for operators from various levels of government
Continue shared delivery of visitor information services
Sector Development; Sport, Business, Film, Group Travel
Continue to Enhance Industry Communications
Establish an annual tourism research plan
Review and update current tourism staffing cohort within Economic Development
Destination Management and Product Development
Build and strengthen connections among tourism experience operators
Build and strengthen collaboration with Akwesasne tourism groups
Optimize the introduction of Great Wolf Lodge to the area
Commit to a Regenerative Tourism Approach
Destination Marketing
Establish common use of place names in destination marketing
Focus on family market as priority
Focus on near drive markets; domestic Ontario and Quebec and U.S. as primary opportunity for growth
Digital Marketing – wherever possible build a “one voice” approach
Content Strategy
Marketing Asset Development Plan
Local Engagement: Friends and relatives are the primary source of information for travel – they carry influence and are the top motivator for tourism
The main factor for the successful delivery of the strategy will be the ongoing partnership, collaboration, and communication between SDG Counties and Cornwall Tourism. Working with a clearly defined action plan will help each organization prioritize marketing and product development activities. Approaching the destination as a sum of its parts – a combination of urban and rural experiences, unique family-friendly vacation offerings, and the restful and relaxing vibe of the place. Together SDG Counties and Cornwall as a destination are stronger, and this strategy is intended to support and further strengthen that bond.
Acknowledgements
We embrace our responsibility to acknowledge and honour the Indigenous peoples of the lands where we all operate and reside. From coast to coast to coast, we recognize the Inuit, Métis, and First Nations peoples who have called this place home for generations beyond measure. We will strive to elevate Indigenous interests and perspectives in our storytelling and tourism experiences, paving the way for an inclusive and authentic portrayal of cultural heritage and natural wonders.
The SDG Counties Tourism and Cornwall Tourism Strategic Action Plan has been developed with extensive consultation from a wide variety of community stakeholders. We are thankful for their participation and support.
TOURISM WORKING GROUP
Candace Latulippe
John Wright
Dona Cruickshank
Eleanor McGrath
Kiersten Gates
Sylvianne Dutrisac
Dwayne Thomas
Randi Barreiro
Krista Doyle
Brittney Waldroff
Brent Whitford
Colleen Campbell
Matt Mulvihill
Ray Lavergne
Etienne Saint-Aubin
Cathy Winter
Anne Drouin
Robert Prowse
Bobbie Latour
Terry Muir
CONSULTATIONS
Bob Peters: Cornwall Economic Development
Karina Belanger: SDG Counties Tourism
Lisa Van de Ligt: Raisin Region Conservation Authority
Krista Doyle: SLPC
Randi Barreiro, Dwayne Thomas, Akwesasne Travel
Vincent Pilon: Gray’s Creek
Donnie Bowes: Upper Canada Playhouse
Lourens Joubert: The Priest Mill Art Centre
Etienne Saint-Aubin: Cornwall Tourism Development Corp
Flora Cynthia Kra: Afro Diversity
Farhana Meghji: Cornwall Culture Fest
Elliot Luijkenaa: Phantoms of Yore
Norene & Marc Gervais: StoneCropAcres Winery
Stephanie Allen & Jacob Vogul: Fields of Gold
John Wright: Lost Villages Brewery
Brett Lauzo: Big Ben Ski Centre
Vic Bakker: Cannamore Orchards
Bonnie Ruddock: RTO9
Kevin Lajoie: St. Lawrence Seaway Authority
WORKSHOPS
Over 40 community members who attended 3 workshops held across the region.
Partial funding for this project was provided by the Government of Ontario.
Methodology
Methodology
SDG Counties Tourism and Cornwall engaged with Alphabet®, CMK Consulting, and Brain Trust to develop a Tourism Strategic Action Plan for the destination. This plan intends to provide a clear vision for tourism efforts with SDG Counties Tourism and Cornwall and guide future initiatives. The project took a phased approach, including extensive research and stakeholder engagement.
Phase 1: Research and Analysis
We leveraged as much existing data and research insight gained through our experience working in Ontario destination marketing. This included;
• Environmental scan of other communities similar to SDG Counties/Cornwall
• Review of existing data reports, demographics, and insights including Destination Ontario, RTO9, Ottawa Tourism, Destination Canada, Indigenous Tourism Ontario, Culinary Tourism Alliance
• Executed a ‘best practices’ review of similar destinations with a mix of urban and rural products in Ontario – City of Kingston and Frontenac County, Chatham-Kent, and Prince Edward County
• Undertook an asset inventory and assessment; desk-based research to capture the essence of tourism products
• Categorized assets relative to the infrastructure, activities, and programs/people that visitors can experience
• High-level operator website review of tourism assets and supporting infrastructure
• In-person visit to various tourism operators and assets including a day trip to Akwesasne
• Established a Tourism Strategy Working Group to act as advisors to SDG Counties Tourism and Cornwall Tourism in the development of the Strategy, and provide insight based on their experience
» A mix of owners/operators, tourism partners, and business leaders who were identified by SDG Counties Tourism and Cornwall
» The Group was consulted three times during the process;
› Kick-off meeting to introduce the project and receive any questions or feedback on the approach
› Presentation of the Key Findings Report for feedback
› Delivery of the draft strategy for final input
Phase 2: Consultation and Workshops
Our approach to the Tourism Strategy development was grounded in consultation and engagement with local stakeholders, tourism operators, and residents. Face-to-face dialogue allowed us to dig deeper to secure rich feedback, input, and validation. Information gathered in the research and consultation process informed and inspired the development of the Tourism Strategy and Plan.
Stakeholder Interviews
This included 19 one-on-one 1⁄2 hour phone call interviews with individuals identified by SDG Counties Tourism and Cornwall Tourism.
Visioning Workshops
Three in-person, 90-minute Visioning Workshops led by Richard Innes were held on October 28 and 29, 2024 in Cornwall, Williamstown, and Morrisburg. Attendees represented a range of businesses and organizations including attractions, events, food and beverage, accommodation, service providers, and marketing organizations.
Key Findings and Implications Report
The Key Findings and Implications Report was delivered in November 2024 and incorporated a summary of feedback, observations, and implications from visioning sessions and consultations for discussion with SDG Counties and Cornwall. It identified relevant travel trends, key themes for the destination, and implications for the Tourism Strategy development.
Phase 3: Draft Strategy Development
Our findings, observations, and recommended actions were provided to staff for feedback as a Draft Tourism Strategy and Plan. This included a prioritization of recommendations and a related action plan.
We have structured the strategy in a user-friendly report format that details recommendations, actions, roles, and timing.
Phase 4: Final Strategy and Plan Delivery
The final strategy was developed following a collaborative process with the SDG Counties/Cornwall teams, to incorporate feedback and build a collective implementation roadmap.
Key Themes & Narratives
Challenges
Challenge Description
Communication and transparency
Low awareness of Akwesasne experiences and how to access
Moving people around the area
Sustained event management and marketing
Gap in experiential offerings that connect visitors with locals
Communication between organizations regarding development status and investment could be strengthened.
Toll bridge is a visual and structural barrier. Visitors may not be aware of the geography and the opportunity to experience Akwesasne (Canada/U.S.).
No public transportation to bring visitors – especially campers – to other attractions.
Many event owners and managers are volunteers and struggling to maintain their events.
Under-utilized assets that are not being leveraged to draw visitors and provide them with more options for unique personalized experiences across the region - specifically waterfront activities (i.e. guided hikes, birdwatching, paddling).
Implication
Disconnect between partners, levels of government.
Visitors are hesitant to go through the toll booth, limiting tourism visits and spending.
Lack of opportunity for dispersion into other parts of the region, extending stay and increasing spend.
Potential that events may be cancelled, reducing opportunity for tourism visits.
Visitors lack options to do more, spend more, connect with locals, and return for additional experiences.
Local businesses + elected officials understanding tourism
Funding support for infrastructure; SDG Counties Jail
Lack of tourism data collection
Residents pride of place
Investment in village streetscapes/beautification
Municipal players to see their role in place building and support for tourism investment.
Lack of sustained funding for infrastructure across the region and under-utilized infrastructure that could further support visitor and residence experiences.
No collective data approach between SDG Counties Tourism and Cornwall Tourism and business operators.
Some residents undervalue the potential attributes and attraction of the place as a tourism destination.
Small-town charm is impacted by a lack of maintenance and basic streetscaping (flower boxes, etc).
Lack of cohesion, momentum to develop and enhance the tourism sector.
Reduces perception of quality of experience in the area and eliminates opportunity for growth of unique attributes.
Tourism is not prioritized as an industry driving economic impact.
Residents aren’t aware of the opportunities and cultural experiences that tourism can foster in their communities.
Villages and businesses are losing opportunity for growth in tourism visits.
Opportunities
Opportunity Description
Unique multicultural and multilingual heritage.
Family-friendly place with family-friendly activities.
Akwesasne Mohawk Nation
Welcoming People
Four Season activities and visitor services and infrastructure
Community-led connections between business owners
Established attractions, festivals, and events
Growth of grassroots “pop up” style experiences led by local operators
Diverse cultural destination reflective of original settlers (French, English, Irish, Scottish) and new communities. Reflected in events, businesses, and community projects.
Nature, outdoor activities, camping, and attractions are unique attributes for attracting families.
Vibrant and unique experiences that celebrate Mohawk culture, tradition, and art.
Locals are friendly and want to share their place and their stories with visitors.
Outdoor and nature-based activities are available all year-round.
Entrepreneurial spirit among business owners has led to collaborations and partnerships.
Long-running festivals continue to draw visitors (Highland Games, CAPE, Pumpkinferno, Alight at Night).
Eclectic and engaging events are developed by local farmers, brewers, cideries, musicians attracting younger urban demographics.
Implication
Opportunity to create awareness for diversity and cultural inclusion of the place. Evolution of the unique character over time.
Build a family-centric development and marketing approach to support a unique positioning.
Indigenous tourism is on the rise. This is an important opportunity to connect and collaborate to grow tourism visits and revenue for all parties.
Visitors feel welcome, stay longer, spend more. Find ways to integrate storytelling into experiences.
Continuous marketing approach to encourage four-season travel - a constant stream of promotion.
Growing these connections will help support and build businesses in development of tourism offerings (events, festivals, collabs).
Continued support and promotion is needed to ensure ongoing success and enhancements of events.
Advanced event promotion is key to visitor attraction and can drive overnight stays. Packaging is also an opportunity.
Access to major markets – easy to get to
Good infrastructure – accommodation, retail, and restaurant base in Cornwall
There is a positive culture for tourism development
Strong sport tourism drives four-season travel
Great Wolf Lodge represents a longer-term opportunity
Location on major highway systems connecting large Canadian cities.
All modern amenities are available in the urban part of the region.
Existing partnership programs in place between SDG Counties and Cornwall.
Cornwall drives valuable visitation through sport tournaments and events.
Great Wolf Lodge will bring a significant number of family visitors to the Cornwall area in the next five years. It will also generate a significant remittance of MAT funding for Cornwall Tourism which will have a positive impact on destination marketing.
Capitalize on drive market audience, leverage high volumes of traffic that drive through the area.
Cornwall acts as a comfortable and convenient base for exploring the surrounding region.
SDG Counties and Cornwall are committed to the growth of tourism and support of tourism businesses.
Opportunity to encourage pre-post tournament stays through promotion of things to see and do.
Strengthens position as family-friendly travel area and creates awareness for other family friendly activities as an opportunity to build a pre-post Great Wolf Lodge stay; outdoor activities including trails, hiking, cycling, canoeing.
Review marketing planning and MAT budget allocation before Great Wolf Lodge opens. Determine new opportunities/programs that could be supported, and what collaborative marketing activities may be planned.
Multiple one-of-a-kind locations to generate film production
Historic buildings and attractions including SDG Counties Jail and Upper Canada Village, other attractions and events provide unique film opportunities.
Creating a film attraction strategy can drive multiple-room block stays during productions.
Key Themes
Three unique themes set SDG Counties Tourism and Cornwall apart from other destinations, and provide focus for the opportunity of marketing, product, and experience development.
THEME 1:
The River – Connecting Nature and Culture
• Our strongest connector between urban and rural communities, cultures, and experiences – we all have a connection to the river
• Active experiences; cycling, walking, scuba, paddling, fishing, SUP, cross-country skiing, snowshoeing
• Experience nature; birding, trails
• Parks, campgrounds, and public sites; beaches, scenic drives
• Built heritage; Saunders Hydro Dam Visitor Centre, Iroquois Locks, Upper Canada Village
• Future waterfront development opportunities; operators, experiences, events
THEME 2:
Farm Forward – The Next-Gen Countryside
• A modern version of farm experiences: Fields of Gold, wellness retreats, farmers markets, and pop-ups
• Local culinary experiences
• Local arts experiences:
• Visual arts (local artisans – makers, studios, galleries)
• Performing arts (Upper Canada Playhouse, Aultsville Theatre, the Port, musicians)
• Local culture/heritage events: Akwesasne Pow Wow, Glengarry Highland Games, county fairs, community museums
• Connecting to nature: walking, cycling, hiking, water
• Low-key lifestyle, relaxing and rejuvenating
THEME 3:
Families At The Heart – Creating Memories
• Easy to get to and close to home
• Camping and connecting with nature activities
• Beaches and waterfront activities
• Unique Indigenous experiences
• Welcoming multicultural communities
• Established family-friendly events and attractions – Upper Canada Village
• Opportunity for integration with Great Wolf Lodge – pre/post stays
Strategic Pillars & Initiatives
SDG Counties Tourism Key Priorities
SDG Counties Tourism Vision
To bring together the people, places, and heritage of our region to create a strong, progressive tourism sector.
SDG Counties Tourism Mission
We will serve as a positive force working with our community and tourism partners to develop, enhance, promote, and preserve our natural and cultural assets to foster continued and responsible growth in tourism visits and spending.
Strategic Pillars and Initiatives
This action plan is broken down into three pillars:
1. Organizational Tourism Management
2. Destination Management and Product Development
3. Destination Marketing
Each pillar contains a number of initiatives that should be undertaken over the next five years. Timing has been identified as short-term (0-1 year), medium-term (2-3 years), and long-term (4-5 years) This list should be revisited annually with activities and timing updated as required.
1.
Organizational Tourism Management
Description:
The action plan will support the clarification of the current tourism organization model and the roles and responsibilities of SDG Counties Tourism and Cornwall Tourism. There is an opportunity to strengthen connections with Akwesasne community builders for mutually beneficial economic development and tourism growth.
A proactive plan is needed to enhance the partnership between Cornwall/SDG Counties Tourism, Akwesasne Travel, and the St. Regis Economic Development team to identify where shared product development and marketing opportunities exist.
Recommendation
1. Continue to build and nurture an ongoing tourism working partnerships with operators
Recruit members of tourism working group with local operators
Create agendas for quarterly meetings, meeting summaries and reports
KPIs:
# of partner meetings/visits
# of events/meetings hosted
2. Collaborate on an annual funding plan to assess and leverage available support for operators from various levels of government
/CT
3. Continue shared delivery of visitor Information services
Work collaboratively on funding opportunities for DMOs and operators with Ontario Ministry, RTO9, ITO, and other programs
Support opportunities for Indigenous funding and grant programs working with Akwesasne
Track and report all funding activities annually –key measure of success
SDG Counties to explore the feasibility of implementing a Municipal Accommodation Tax as defined by provincial legislation (hotels, motels, bed & breakfasts, and short-term rentals)
KPIs:
Annual amount of funding allocated to operators
# of operators supported
Introduce an online info service on SDG Counties and CT websites (AI chatbot service)
Create a shared calendar of events
Visitor Guide – continue combined approach for the printed guide
Continue to deliver in-person visitor information services; SDG Counties mobile services and Cornwall Tourism in Cornwall (at Civic Complex)
KPIs:
# of visitor engagements (in person and online)
SDG/CT
4. Sector Development; Sport, Business, Film, Group Travel
Ensure that film location listings are complete and up-to-date, marketing materials are updated as needed.
Continue to build sport tourism business and event attraction with sales and marketing efforts
Create a forecast calendar that identifies group/ event business on the books for the next 3-5 years. Identify need periods where there is capacity for growth (seasonality, day of week, etc.)
Develop a target list of business events/conferences that align with tourism development and provide pre/post-FAM opportunities ( i.e. Culinary Tourism, Ontario Waterfront Tourism, RTO9 Tourism, Ontario Trails, Ontario by Bike, etc.)
Create stronger connections with the Kingston Film Office and Ottawa Film Office for site location promotion.
Explore the possibility of a regional travel trade pilot strategy working with select operators and destinations including those already active in this space. Consult with RTO9.
KPIs:
# of room nights generated through group events
# of events year-over-year
# of film hosting projects
5. Continue to Enhance Industry & County Council Communications
6. Establish an annual tourism research plan
Continue to promote the tourism sector with available industry channels including email, social and events.
Create a monthly “Destination Highlights” report for SDG Counties Council (KIR Report) with upcoming tourism news, events and grant/funding opportunities (monthly during peak season and as needed during shoulder season)
KPIs:
# of partners on email list
# open rate of emails
# of reports delivered to Council SDG/CT
Leverage existing data available through RTO9, Destination Ontario and Destination Canada
Deploy a mobile/digital visitor survey tool that can be shared with all destinations and operators and build an annual reporting process. Consult with RTO9 to access project support/funding.
KPIs:
# of visitors participating in survey
Visitor satisfaction score (depending on tool deployed) SDG/CT
Short/Medium/ Long Short/Medium/ Long
7. Review and update current tourism staffing cohort within Economic Development
Assess existing staff capacity against strategic action plan execution
Evolve roles and responsibilities of the department to reflect a blend of sector alignment and engagement, product development, and marketing responsibilities
2. Destination Management and Product Development
Description:
Consumers are looking for travel experiences that bring local to life: animating sites and attractions through purchasable encounters with local people. Research identified the existing potential and gaps for enhanced experience development
Culinary, agritourism, Indigenous experiences, nature, and local culture represent the majority of existing tourism assets. Water-oriented assets are underdeveloped and represent an opportunity for future experience development.
These are the primary visitor experiences that can help to differentiate SDG Counties/Cornwall from other destinations. Consumers generally agree that it is important to choose travel options and businesses that prioritize sustainable business practices. Regenerative tourism fits into what younger travelers are demanding.
Recommendation
8. Build and strengthen connections among tourism experience operators
Write award submissions on behalf of SDG Counties/Cornwall Tourism in regional, provincial, and national tourism awards programs – shine the light on local.
Conduct an Operator Satisfaction survey to identify ideas and areas of support from SDG Counties/Cornwall Tourism offices.
Create a networking and training plan for operators, leveraging existing webinars and events for education (SDG Counties, City of Cornwall, RTO9, Destination Ontario, Destination Canada)
Create a series of informal (5-7) networking events across the area including farm visits to introduce new culinary offerings and local gems
Host a local ½ day tourism summit for SDG Counties/Cornwall/Akwesasne. Confirm with Akwesasne interest in participation.
Build a “recognition” program to recognize successful local operators and business owners.
KPIs:
# of attendees at tourism summit
# of operators highlighted
# of award submissions created
# of networking events hosted
# of attendees at networking events
SDG/CT
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9. Build and strengthen collaboration with Akwesasne tourism groups.
Invite Akwesasne representation on SDG Counties Tourism Working Group
Co-create an annual cooperative development and marketing plan
Review regional, provincial, national, and Indigenous funding opportunities together and partner on applications where possible
Create a 2025/6 pilot program with Akwesasne Travel to provide a shuttle to/from Cornwall Island – approach a local motorcoach operator (i.e. Jolly Tours) as transportation/reseller. Deploy a cooperative marketing program
Discuss the implications the current toll process has on economic growth for both U.S. and Canada source existing border and visitor spending data. Meet with SIBC Seaway International Bridge Corp to discuss improved wayfinding at the bridge (promotional billboard)
KPIs:
Annual delivery of cooperative marketing plan/ program
# of shuttle packages sold/# of visits to Akwesasne
Amount of funding accessed for Indigenous tourism development
10. Optimize the introduction of Great Wolf Lodge to the area
Investigate if and how any local elements might be included in the Cornwall GWL experience; Indigenous, waterfront etc.
Create ancillary experiences/packages for visitors to GWL – things to do before or after their stay, things to do on the way, reasons to stay in the area longer.
Build a small group of operators with family-centred products to create itineraries/packages including the St. Lawrence Parks Commission
KPIs:
# of partners engaged with pre-post GWL promotion
# of packages created
11. Commit to a Regenerative Tourism Approach
Create a promise to tourism development that:
• Has an equal focus on economics and the well-being of people
• Preserves and celebrates heritage and local culture and traditions
• Respects natural surroundings, rural and waterfront landscapes
• Brings industry, community, and government together
KPIs:
# of operators engaged with preservation in product development/delivery revealed through industry survey
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3.
Destination Marketing
Description:
SDG Counties Tourism and Cornwall Tourism have demonstrated success in working together on a regional promotional approach including the development of the annual Visitor Guide. Based on asset analysis, unique narratives and themes, and the understanding of key motivators and influences for travelers, this approach should be enhanced. The unique combination of urban and rural experiences in one place is a positioning strength for the destination and wherever possible a “one voice” approach will deliver better results.
Recommendation Action
12. Establish common use of place names in destination marketing
13. Focus on family market as priority
Familiarity drives visitation, and research notes that SDG Counties and Cornwall have low awareness levels among travelers. There is an opportunity to build awareness through a common use of place name as various versions are currently in use;
• Cornwall Stormont Dundas Glengarry (Visitor Guide)
• Cornwall & The Counties (Destination Ontario)
• Cornwall
• SDG Counties Tourism (names are separated –RTO9)
Recommended approach: Cornwall & SDG Counties Tourism
Ensure consistency is applied.
KPIs:
Track awareness of destination through RTO9 research
Leverage Destination Canada’s recently released Traveller Segmentation Program that identifies segment size, top travel activities, emotional travel motivations and trip planning behaviour. Two segments are recommended for focus (but encouraged to review all segments)
• Purpose Driven Families
• Fun & Sun Families
Train all staff on Destination Canada segmentation profiles and make them available to operators for their own marketing purposes.
KPIs:
# of family-friendly activities/events promoted annually
14. Focus on near drive markets; domestic Ontario and Quebec and U.S. as primary opportunity for growth
15. Digital Marketing –wherever possible build a “one voice” approach
Introduce new ways to experience the region through itineraries/routes; mirror the Visitor Guide themes; waterfront, culinary, outdoor, family
Collaborate with Akwesasne on cross-border marketing and promotional initiatives
Consult with Destination Ontario and Indigenous Tourism Ontario for possible partnerships
KPIs:
# of new promotional activities targeting drive market # of partnerships
Undertake a comparative SEO performance review of tourism web properties; visitcornwallSDGcounties. com, cornwalltourism.com, whereontariobegan.ca
Identify search volumes of keywords and traffic sources to optimize marketing approach – give consumers what they are looking for
Establish a shared/common website performance report for SDG Counties and Cornwall including event tracking of leads to operators to provide consumer data/intelligence for both organizations.
Adopt a consumer-first approach to a shared website (like the existing printed visitor guide) as a core asset ideally before GWL opens to provide one-stop for trip planning
KPIs:
Track SEO performance annually
# of web users
# of clicks to operators
16. Content Strategy
17. Marketing Asset Development Plan
Investigate a collective content strategy and calendar to share resources and effort across channels – use SEO findings to inform content themes
Share content with Destination Ontario and RTO9 for earned and paid media support.
Explore collaborative funding for an on-going content partnership with local content creators/publishers (i.e., Perch)
KPIs:
# of unique pieces of content developed # of impressions delivered across channels
Continue a sustained annual budget for marketing asset development including photography and video.
Explore the use of CrowdRiff platform and other marketing tools as a shared investment.
KPIs:
# of new assets developed annually
18. Local Engagement: Friends and relatives are the primary source of information for travel – they carry influence and are the top motivator for tourism
Encourage local voices to contribute to social channels
Highlight local insiders wherever possible – consider incentives for participation from local businesses
KPIs:
# of local stories generated
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Recommendations for SDG Counties Jail
In 2021, the Historic SDG Counties Jail Feasibility Study was undertaken to choose a path forward for the property that would best serve the needs of its various stakeholders and community. The process included key stakeholder input, visitor data and comments, admissions revenues, local demand generators, regional, domestic, and international travel trends, as well as inputs from like-attractions and operators in the province.
Key Takeaways from 2022 Feasibility Study:
• Many stakeholders expressed concern that the Jail has never been profitable and that a third-party partner would be needed to assist – this has not transpired.
• Building maintenance and upkeep is an ongoing challenge and parts of it are deemed unsafe. The level of investment needed for a full restoration/renovation is prohibitive without private capital.
• A dedicated individual (either employee or partner) is needed to focus on running the existing space – executing a plan, accessing funding, building partnerships – it appears this is not possible with existing staff budgets at this time.
• While there are outside partners that are interested in seeing the Jail become part of the visitor experience – the likelihood of having someone make the capital investment needed is low.
• Recommendation to focus on one main source of revenue (i.e. filming or have multiple income lines).
• The most cost-effective option is to focus solely on the Jail as a location for film production and third-party event venue.
In the short term, we would recommend adopting the film/venue rental option and focusing marketing support as part of the film and event attraction strategy. Detailed recommendations are included in the Action Plan.
