WOWC02-SWIFT Marketing Plan 2015 - 2020

THE Ultra High Speed Regional Broadband For Everyone
AUT
SWIFT MARKETING PLAN 2015 - 2020
September 1, 2014
Prepared for:
Western Ontario Wardens Caucus

Broadband Feasibility Study Steering
Committee
c/o Grey County
595 9th Ave East
Owen Sound, ON N4K 3E3
Attention: Geoff Hogan
Director of Information Technology
[Type text]
SWIFT MARKETING PLAN 2014 2015
Table of Contents
1 Acknowledgments............................................................................................................. 5
1.1 WOWC Broadband Feasibility Study Steering Committee...................................... 5
2 Methodology ..................................................................................................................... 6
2.1 The Marketing Plan Framework ............................................................................ 7
2.2 The Five Ws of Marketing Planning ......................................................................... 7
3 Executive summary ........................................................................................................... 8
3.1 Background ............................................................................................................... 8
3.2 Situation Analysis ..................................................................................................... 8
3.3 Objectives Set ........................................................................................................... 9
3.4 Strategies Developed .............................................................................................. 10
3.5 Performance Measures ............................................................................................ 12
3.6 Next Steps ............................................................................................................... 12
4 Situation Analysis ........................................................................................................... 14
4.1 Users ....................................................................................................................... 14
5 Objectives Set ................................................................................................................. 33
5.1 Awareness and Comprehension .............................................................................. 33
5.2 Support .................................................................................................................... 34
5.3 Membership and Funding ....................................................................................... 34
6 Strategies Developed ...................................................................................................... 35
6.1 Deliverables ............................................................................................................ 35
6.2 Budget ..................................................................................................................... 38
6.3 Calendar .................................................................................................................. 38
7 Performance Measures .................................................................................................... 38
7.1 Awareness and Comprehension .............................................................................. 38
Marketing Plan Draft FINAL APPROVED 2

7.2 Support .................................................................................................................... 39
7.3 Membership and Funding ....................................................................................... 39
8 Next Steps ....................................................................................................................... 40

Table of Figures
Figure 1 Marketing Planning Methodology.............................................................................. 6
Figure 2 SWIFT approved organizational design ................................................................... 15
Figure 3 Brand name and logo of project ............................................................................... 27
Figure 4 Analytics overview of Web site ............................................................................... 28
Figure 5 Acquisition overview of Web site ............................................................................ 29
Figure 6 Website page views July 1 December 1, 2014 ...................................................... 30
Figure 7 All Social Media Reach July 21 December 1, 2014 .............................................. 32

1 Acknowledgments
The authors would like acknowledge the contributions of the following individuals without
whom this Marketing Plan could not have been completed:
1.1 WO WC Broadband Feasibility Study Steering Committee
Bill Hill Mayor, Township of Duncan McKinlay, Mayor, The Blue

Melancthon, Warden, County of Dufferin Mountains, Grey County, Past Chair,
WOWC
Brian Milne, Mayor, Township of Sonya Pritchard Chief Administration

Southgate, Warden, Grey County Officer, Dufferin County
Geoff Hogan Director of Information Serge Lavoie President, South West

Technology, Grey County Economic Alliance
Mike Morgan Senior Information Brad Gray Operations Manager, London

Technology Manager, Waterloo Region and Region Global Network, (LARG*net)
District School Board
Todds Sands Founder, Windsor Essex Barb Swartzentruber Senior Advisor,

Development Network (WEDnet) Policy & Intergovernmental Affairs, City
of Guelph
Helen Hambly Odame Associate Dan Mathieson, Mayor, City of Stratford

Professor, University of Guelph, School
of Environmental Design & Rural
Development
Jim Wilson, Chief Information Officer, Ashleigh Weeden, Communications and

Strathroy Middlesex General Hospital Accessibility Coordinator, Grey County

2 Methodology
The WOWC employs a 4-step framework for the Marketing Plan as shown in Figure 1 and
described below.
Figure 1 Marketing Planning Methodology
The Marketing Plan of the WOWC is produced in collaboration with internal and external
stakeholders. It may be used as a baseline for a marketing planning regimen of continuous
improvement post-plan in order to create a highly reliable, cost effective and technically
sound design and an operational organization. It will meet the needs of members and internal
users as they implement an increasingly sophisticated and detailed project over the coming
years. This will be achieved by periodically resuming the review process or situation
analysis, and using the established performance measures in order to gauge success and
identify areas for improvement.
This methodology is completed sequentially, like a business or legal case built on a solid
foundation of factual data or evidence as shown in Figure 1 above. Therefore, the objectives
and strategies are only as well-built as the situational analysis is sound and the Marketing
Plan overall is only as strong as its weakest link.
Critical to the success of the Marketing Plan is a thorough Situation Analysis to establish a
source for decision making based on facts. Using the road-map metaphor, in order to know
where we want to go, we must first understand where we are today and how we got there.
The data from the Situational Analysis is fundamental as a foundation for the objectives,
strategies, and performance measures that follow. It is critical to completeness and
reliability of the Situation Analysis that WOWC measure potential audiences in order to
gauge awareness and comprehension of WOWC as intelligent region and how the SWIFT
project fits into it as one of the key attributes of this phrase.
Once our current Situation is clearly understood, then we may set our destination or
Objectives. Once completed, we describe our Strategies which chart how we are going to get
there the specific path which sets out the deliverables, timelines, budgets, and persons

responsible on a line-item basis, in order that we may close the gap between where we are
now and where we want to go. Finally, the Performance Measures are used to evaluate the
success of our Strategies to achieve our Objectives, i.e., are we getting there? Moreover,
measurement of results is the basis for continuous improvement; and as such Marketing Plan
is an ongoing process and the Marketing Plan is a living document.
2.1 The Marketing Plan Framework
The Marketing Plan answers a series of questions. We take this open-ended-question-

answer approach to force a discipline on the process that requires questions that cannot be
answered with yes or no.
2.2 The Five Ws of Marketing Planning
An effective Marketing Plan must answer the five (5) Ws:
1. What? What is the perception of the target audiences today about SWIFT?
2. Where? Where is do we want the perception to be tomorrow?
3. What? What is SWIFT Steering Committee going to do about it?
4. Who? Who at the SWIFT Steering Committee is going to do it?
5. When? When will it be done by SWIFT Steering Committee and how much will it
cost SWIFT financial supporters?

3 Executive summary
The following is a summary of the Marketing Plan:
3.1 Background
The following is the context for the Marketing Plan:
Since the inception of the project in August of 2012, the Ultra-High-Speed Broadband
Feasibility Study has been completed, peer reviewed, and adopted by the Western Ontario
Wardens Caucus (WOWC) as of August 2014. The steering committee developed the
brand name South West Integrated Fibre Technology network (SWIFT) for the project and a
logo was developed (see Figure 3 below).
During the period from August 2012 through August 2014, a modest marketing outreach plan
was developed and approved, and a campaign has been executed with relevant federal and
provincial government funding and other departments and ministries, ministers, MPs, MPPs,
Mayors, First Nations, regulatory authorities, public sector users, service providers and the
general public.
The WOWC adopted an organizational model in August 2014 and directed the steering
committee to proceed with a funding application including the development of a business
plan for approval of the WOWC.
This Marketing Plan, which covers the period from October 1, 2014 through December 31,
2015, is intended as communications roadmap to guide SWIFT steering committee members,
stakeholders and staff to support everyone in their efforts to realize the project.
3.2 Situation Analysis
The following is a summary of the situation analysis for the Marketing Plan:
Public sector broadband users have been surveyed and engaged, yet awareness,
comprehension, and support for the project is low to medium with various
audiences. A more substantial and concerted marketing communications effort is
necessary to increase awareness, comprehension, and support from this target
audience. In particular, much work is to be done with separated municipalities,
municipal utilities, school boards, universities and colleges, hospital networks,
community networks and First Nations. With the municipal elections, being held
on October 27, 2014 the make-up of county and lower tier municipal councils will
likely change significantly requiring a redoubling of the communications and
education effort with these important stakeholders.

Business users such as large companies, small and medium sized enterprises,
farmer, business improvement area representatives, and business associations such
as chambers of commerce and Ontario Federation of Agriculture (OFA) have been
directly engaged to very limited degree to date. Support for the project from this
constituency will be important to funders and other senior government officials
given the case we are attempting to make regarding the positive economic
implications of SWIFT.
Residents have been engaged on a limited basis through the Web site. Ramping up
this outreach, gathering their input, and receiving their support will become
increasingly important as the project gates forward as MPs and MPPs need to hear
from the voters that the SWIFT project is important to them.
Funding departments and ministries decision-makers, other departments and

ministry influencers, MPs, and MPPs have been extensively engaged in the project
to date and with great success. It is critical to the funding and establishment of
SWIFT that these political leaders and staffs are aware of the project, comprehend
how it will work and why it is important, and actively support the project. Given
the staff turnover in government departments and ministries, this is a continuous
job. Ongoing and frequent engagement and repetition of the messaging is key to
success in their comprehending and supporting the project with this market
segment.
Telecom and cable facilities-based service providers and applications services

providers have been extensively engaged since the survey for the feasibility study
began in October 2013 with mixed results. Because SWIFT will be an open access
network it represents a significant change in the competitive landscape for these
incumbent providers. Even the idea of SWIFT has created a lot of anxiety and
pushback from a number of the smaller incumbents, which is likely to worsen as
the project receives funding and the procurement process begins. To mitigate
these concerns, a process of continuous engagement with providers is key to
achieving a common understanding about the project and ensuring providers
participation when the request for proposals (RFPs) are let to providers to build,
own, and operate SWIFT.
3.3 Objectives Set
The following is a summary of the objectives set for the Marketing Plan (for more details see
target lists attached):
1. Building awareness of target audiences in 100% of the cases;
2. Achieving comprehension of the project in 75% of the cases;
3. Receiving written letters of support and financial support for SWIFT in 25% and 10%
of the cases respectively.

3.4 Strategies Developed
The following is a summary of the Strategies developed for the Marketing Plan to achieve
the Objectives on an annual basis (for more details see Strategies section in main body and
MS Excel calendar attached):
1. Personal outreach direct appeals by steering committee members, WOWC members

- county wardens and staff, and other friends of the SWIFT project to solicit letters of
support, membership in SWIFT, and funding for SWIFT. This deliverable includes
producing letterhead and generic business cards for SWIFT spokespeople. Plan is
make 240 contacts/touches per year.
2. Letters of support template which potential supporters may use as a guideline

updated as the project gates forward.
3. Seminar series Some forty-eight (48) seminars held at community halls, legion
halls, chambers of commerce meetings, and church basements with representatives of
SWEA and SWIFT to educate attendees on the intelligent region and ultra-high-
speed fibre optic broadband projects and receives their input and participation.
4. Community events setting up a booth and participating at twenty-four (24)

community events such as farm shows in partnership with SWEA representatives.
5. Workshops four (4) all day events with presentations in the morning, including
guest speakers and workshops in the afternoon where attendees provide their ideas
and comments on the connectivity challenges and opportunities and how to make the
most of the SWIFT project.
6. Stakeholder consultations scheduled and ad hoc meetings with key upper tier
government funders and influencers departments and ministries including ministers,
parliamentary assistants, deputy ministers, assistant deputy ministers, and staff.
7. Slideshow updated slideshow, customized to specific audiences, as the project gates

forward.
8. Primer One (1) broadband how-to for small businesses and farm business, from e-
commerce to applications to supply chain and customers interactions. The primer
will be available for download from the Web site and updated regularly.
9. Web site and social media the Web site is the hub of our marketing communications
with strategy that all other communications are designed to direct people to the
Website to find out more and register for our newsletter and complete our survey.
Weekly postings to the Web site keep the content fresh and users coming back.
Social media are used to keep up a high-frequency conversation with registered users
and other interested parties on a daily basis. About forty-five (45) updates per month
each are planned for the Web site/Blog and Social Media for a total of a 1,080 per
year.

A Web based surveys designed by SWIFT staff asking respondents about their
broadband experiences is infield at this writing through December 2014. The survey
is administered in person with respondents by Community Engagement Coordinators
engaged by SWEA or available for completion off the SWIFT Web site. Reports will
be published monthly.
10. Brochure/bill stuffer to provide updated brochures for two (2) property tax mailings
to some 1.2 million households by lower tier and separated municipalities over the
course of each year.
11. Pop-up banners two (2) updated pop-up banners to support presentations.
12. Success stories/case studies Some twenty four (24) interviews with respondents per
year who either are using their broadband effectively or challenged by their lack of
broadband access, choice, or affordability. These stories are posted monthly on the
Web site/blog and some are sent out as news bulletins to the media.
13. Newspaper advertising one-quarter page newpaper ads to announce events

announce milestones, and driver visitors to the Website and social media sites of the
project throughout the region. Some nine hundred and sixty (960) ads per year are
budgeted.
14. Radio advertising :30 second radio spots airing to announce events announce
milestones, and driver visitors to the Website and social media sites of the project
throughout the region. Some fifteen thousand (15,000) ads per year are budgeted.
15. Television advertising :30 second radio spots airing to announce events announce
milestones, and driver visitors to the Website and social media sites of the project
throughout the region. Some two-thousand five-hundred (2,500) ads per year are
budgeted.
16. Editorial media coverage Four (4) feature news stories sent to the newspapers, radio
and television stations, news Web sites and Blogs per year.
17. Mail Chimp Email Twelve (12) monthly newsletters distributed to registered users
and others with updates on the SWIFT project per year.
3.4.1 BUDGET
The annual budget for the deliverables in this Marketing Plan is $7,000,000. See MS Excel
SWIFT NBCF-SCF-0344 Schedule 4 of the funding application attached and detailed
description of deliverables in the body of the Marketing Plan below.
3.4.2 CALENDAR
The calendar for the deliverables in this plan will be executed from January 1, 2015 through
December 31, 2019. See detailed MS Excel Marketing calendar and budget 2015
2020.xls attached.

3.5 Performance Measures
The following is a summary of the performance measures for the Marketing Plan (for more
details see target lists attached):
The number, percentage, and outcome of meetings with Ministers and staff of
funding departments and ministries followed by successful funding applications
process.
The number, percentage, and outcome of meetings with Ministers and staff of
influencing departments and ministries, and regulatory authorities followed by
support given in person and in writing for the project as part of the funding
application process.
The number, percentage, and outcome of with MPs, MPPs, and Mayors of
separated municipalities followed by support given in person and in writing for the
project as part of the funding application process.
The number, percentage, and outcome of with public sector users such as school
boards, hospitals, and First Nations followed by support given in person and in
writing for the project as part of the funding application process.
The number, percentage, and outcome of with small and medium sized business
users such as school boards, hospitals, and First Nations followed by support given
in person and in writing for the project as part of the funding application process.
The number, percentage, and outcome of with large sized business users such as
school boards, hospitals, and First Nations followed by support given in person
and in writing for the project as part of the funding application process.
The number of success stories and case studies and reportage in media of small
and medium sized businesses, farmers, and residents which demonstrate the need
for SWIFT and letters of support from these constituents for the project.
Analytics results as shown below in Figures 4 through 7, for Web site, Facebook,
and Twitter traffic.
3.6 Next Steps
The following is a summary of the next steps for the Marketing Plan:
1. Review the marketing plan;
2. Approve the marketing plan;
3. Execute the marketing;

4. Report results on a monthly basis;
5. Modify plan based on results on a quarterly basis.

4 Situation Analysis
The following the situation analysis for the Marketing Plan:
4.1 Users
Public sector users are key to initial success of SWIFT as identified in the Feasibility Study
and the Organizational Design Plan because they have a larger number of sites which require
wide area network (WAN) fibre optic point-to-point connectivity between sites as well as
Internet connectivity and connecting those sites will result in fibre optic plant being built
throughout the region. Public sector users also have greater technical ability to use optical
and Ethernet connections and have the ability to pay for them relative to small businesses and
residents. So reaching and convincing public sectors users to join SWIFT and otherwise
support, the SWIFT project is critical to getting it off the ground and sustaining it over the
early years.
Figure 2 below shows the organizational design approved in principle by the WOWC, which
shows the relationship between SWIFT and all of the various stakeholders.

Figure 2 SWIFT approved organizational design
The key public sector user groups to reach are as follows:
4.1.1 COUNTIES
There are fifteen (15) WOWC counties including the regional municipality of Chatham-Kent
who joined the WOWC largely to participate in the SWIFT project. The Wardens/Mayors in
each county are the decision-makers we need to reach with our continuously evolving story
about SWIFT as the project gates through each phase, from funding application to operation
of SWIFT. Key influencers are the Chief Administration Officers (CAO), Information
Technology Director/Managers (ITM), and Economic Development Officers/Managers
(EDO).
On July 23rd, the WOWC voted to proceed with the funding application in spite of a
concerted effort by the Small Incumbent Local Exchange Carriers (SILECs) efforts to stop
the project in its tracks due to their fear of competition that SWIFT represents. Two of the
thirteen counties, Perth and Huron counties voted against the motion as they are the home
bases of the most vocal SILECs, Mornington Communications, Huron Tel, and Wightman
Telecom.

On August 17th the WOWC vote unanimously to approve the organizational design for
SWIFT recommended by BDO as shown in Figure 2 above. Based on this design a funding
application to the New Building Canada Fund (NBCF) may be made.
The ongoing outreach effort with the WOWC members is led by steering committee
members, Bill Hill, Mayor, Township of Melancthon, Warden, County of Dufferin, Duncan
McKinlay, Mayor, The Blue Mountains, Grey County, Past Chair, WOWC, Brian Milne,
Mayor, Township of Southgate, Warden, Grey County, Sonya Pritchard, Chief
Administration Officer, Dufferin County.
4.1.2 LOWER TIER MUNICIPALITIES

There are one-hundred and thirty-two (132) lower tier municipalities who are represented at
the WOWC through the upper tier counties. The Wardens/Mayors in each lower tier are the
decision-makers we need to reach with our continuously evolving story about SWIFT as the
project gates through each phase, from funding application to operation of SWIFT. Key
influencers are the CAOs, ITMs, and EDOs.
Some outreach to lower tiers has occurred, largely in response to the SILEC attack. For
example, presentations have been made to Goderich municipal council. A sustained
outreach to the lower tier municipalities is needed.
The ongoing outreach effort with lower tier municipalities is led by steering committee
members, Bill Hill, Mayor, Township of Melancthon, Warden, County of Dufferin, Duncan
McKinlay, Mayor, The Blue Mountains, Grey County, Past Chair, WOWC, Brian Milne,
Mayor, Township of Southgate, Warden, Grey County, Sonya Pritchard, Chief
Administration Officer, Dufferin County.
4.1.3 SEPARATED MUNICIPALITIES

There are nine (9) separated municipalities throughout the region. The Mayors in each city
are the decision-makers we need to reach with our continuously evolving story about SWIFT
as the project gates through each phase, from funding application to operation of SWIFT.
Key influencers are the CAOs, ITMs, and EDOs.
Participation of the separated municipalities is critical to the success of SWIFT as they will
be covered by the network and will add credibility to the funding application.
Outreach to separated municipalities is underway. Dan Mathieson, the Mayor of Stratford,

has joined the steering committee. Barb Swartzentruber Senior Advisor, Policy &
Intergovernmental Affairs, the City of Guelph is also a member.
Representatives of the steering committee have met with Marlene Coffey, CEO of the City of
Stratford Economic Development arranged by Dan Mathieson. Ms. Coffey will be advising
the Mayors office on investing in SWIFT as a member.

Meetings are booked or are in progress of booking with the City of Waterloo, City of
Brantford, City of London, City of Windsor, City of Barrie, and City of Orillia. Other cities
to reach out to are St. Marys, and St. Thomas.
The ongoing outreach effort is being led by steering committee members, Dan Mathieson,
the Mayor of Stratford, Bill Hill, Mayor, Township of Melancthon, Warden, County of
Dufferin, Duncan McKinlay, Mayor, The Blue Mountains, Grey County, Past Chair,
WOWC, Brian Milne, Mayor, Township of Southgate, Warden, Grey County, Sonya
Pritchard, Chief Administration Officer, Dufferin County.
4.1.4 MUNICIPAL UTILITIES

There are thirty-one (31) municipal utilities in the region. Municipal utilities use fibre optic
connectivity for Supervisory Control And Data Acquisition (SCADA) and WAN applications
to manage their substations. Municipal utilities may also be telecom providers in SWIFT.
The General Manger is the decision-makers we need to reach with our continuously evolving
story about SWIFT as the project gates through each phase, from funding application to
operation of SWIFT. Key influencers are the ITMs, and Electrical Engineers.
There has been no outreach to the municipal utilities to date.
4.1.5 FIRST NATIONS

There are twelve (12) First Nations in the region. The Chiefs of Ontario is the body which
represents all First Nations in Ontario. A presentation has been made to Pam Montour, who
is the Executive Director of the Chiefs Ontario. She appeared to be favourably disposed to
the project and requested that the SWIFT steering committee write a briefing note in April
2014, which has been prepared in her name, to be presented to the First Nations Political
Confederacy. However, Ms. Montour has not tabled the briefing note as of this writing.
Other First Nations organizations to reach are http://knet.ca/ which is a First Nations-owned
network throughout Northern Ontario and has credibility with First Nations in Southwestern
Ontario. Twon Peters, formerly of Everus Networks, is working with K-Net, as a resource
and the steering committee have communicated with him in the recent past.
Sustained outreach to First Nations is critical as First Nations participation in SWIFT is very
important to the value of the project for First Nations peoples and federal and provincial
governments and the region. First Nations participation in SWIFT would greatly increase the
chance that SWIFT will receive the funding requested.
4.1.6 SCHOOL BOARDS

There are twenty (20) school boards throughout the region. The Directors in each board are
the decision-makers we need to reach with our continuously evolving story about SWIFT as
the project gates through each phase, from funding application to operation of SWIFT. Key
influencers are the ITMs.

Michael Morgan, Senior Information Technology Manager, Waterloo Region District School
Board (WRDSB) and lead on the information technology committee of the Ontario
Association of School Board Officials (OSABO) which is a buying group for the school
boards. Two presentations have been made by representatives from steering committee to
OSABO.
School boards purchase their connectivity directly from service providers. Typically these
contracts with providers are 5-year to 10-year terms. The school boards may participate in
the upcoming Ministry of Government Services (MGS) procurement for Ontario Public
Service (OPS) and Broader Public Service (BPS) if this process proves to be of value to the
boards. Each board could benefit from diversity of connectivity so if school boards to
connect through MGS or purchase their connectivity directly from service providers,
connecting to SWIFT and collocating a SWIFT at school boards would still be very attractive
to school boards to provide them Internet diversity and intra-regional Ethernet
communications to their school board peers.
Securing membership WRDSB of SWIFT is key to attracting other school boards and
OASBO. Sustained outreach to school boards lead by Michael Morgan is extremely
important given the large number of sites school boards represent to the SWIFT network.
4.1.7 POST-SECONDARY INSTITUTIONS

There are six (6) colleges and five (5) universities throughout the region. The Principles in
each institution are the decision-makers we need to reach with our continuously evolving
story about SWIFT as the project gates through each phase, from funding application to
operation of SWIFT. Key influencer is the ITMs.
Helen Hambly Odame is Associate Professor, University of Guelph, School of

Environmental Design & Rural Development and Todds Sands, Founder of Windsor Essex
Development Network (WEDnet) and faculty member of University of Windsor are
members of the steering committee. As well, Brad Gray, Operations Manager, London and
Region Global Network, (LARG*net) is based at Western University in London.
Helen Hambly is working to establish a hosting agreement with SWIFT for the GIS database
built during the feasibility study and to establish a research chair to provide ongoing research
about broadband as the SWIFT project gates forward.
Each university or college makes connectivity purchases directly and these contracts are
typically on 5-year and 10-year terms.
Ontario Research and Innovation Optical Network (ORION) provides an IP network for all
twenty-one (21) universities and colleges in Ontario as well a connecting many school boards
to provide low cost Internet. ORION operates at arms-length from the provincial
government as a not-for-profit corporation. Steering committee representatives are in the
process of arranging a meeting with Darin Graham, President & CEO of ORION to ask for
their support and participation in SWIFT. ORION has been struggling to increase the
utilization of their network and associate revenue to maintain sustainability. Therefore,

SWIFT could provide ORION with connectivity to the school boards and teaching hospitals
in the region.
Other than Guelph University, Western University, and ORION, outreach to universities and
colleges has not occurred as yet. Securing membership in SWIFT by University of Guelph,
University of Windsor, and Western University are key to attracting other post-secondary
institutions. Outreach lead by Helen Hambly and Todd Sands and supported by the steering
committee to the university networks and ORION is needed as membership in SWIFT by the
universities and colleges with their sizeable footprints throughout the region is important to
SWIFTs credibility.
4.1.8 HOSPITALS
There are thirty-seven (37) hospitals in five (5) hospital networks throughout the region. The
presidents and CEOs in each institution are the decision-makers we need to reach with our
continuously evolving story about SWIFT as the project gates through each phase, from
funding application to operation of SWIFT. Key influencer is the ITMs.
Jim Wilson, Chief Information Officer, Strathroy Middlesex General Hospital is a member of
the steering committee. Strathroy Middlesex General Hospital is a member of the London
Health Sciences network (LHS), which is the largest hospital network in Southwestern
Ontario. Lance Thurston, former Chair of the steering committee when he was the CAO of
Grey County, is now the CEO of Grey Bruce Health Services (BHS) and he continues to
closely follow the SWIFT project.
Hospitals are presently served by the c-Heath Ontario One Network funded by taxpayers at
no direct cost to all hospitals. While the network provides Ethernet connectivity to the
Ministry of Health, wide area connectivity to hospitals in each regional network and Internet
connectivity, the network has many performance issues. Consequently, many hospitals
purchase diverse connections from other providers in order to provide higher availability
which is an opportunity for SWIFT.
Securing membership in SWIFT by LHS and BHS are key to attracting other hospital
network. Outreach lead by Jim Wilson and supported by the steering committee to the
hospital networks is needed as hospitals with their many sites throughout the region impact
the sustainability of SWIFT.
4.1.9 COMMUNITY CARE ACCESS CENTRES

There are fifteen (15) CCACs throughout the region. The CEO in each institution are the
influencer is the ITM.
CCACs are presently served by the c-Heath Ontario One Network funded by taxpayers to all
hospitals. While the network provides Ethernet connectivity to the Ministry of Health, wide
area connectivity to local CCAC sites in each regional network and Internet connectivity has

been downloaded to the CCAC. Consequently, most CCACs purchase diverse connections
from other providers in order to provide higher availability and WAN.
Since the feasibility study survey there has been no outreach to CCACs. Outreach lead by
Jim Wilson and supported by the steering committee to the CCACs is needed as CCACs with
their many sites throughout the region would contribute to the sustainability of SWIFT.
4.1.10 LOCAL HOSPITAL INTEGRATED NETWORKS

There are seven (7) LHINs throughout the region. The CEO in each institution are the
influencer is the ITM.
LHINs are presently served by the c-Heath Ontario One Network funded by taxpayers to all
hospitals. While the network provides Ethernet connectivity to the Ministry of Health, wide
area connectivity to local LHIN sites in each regional network and Internet connectivity has
been downloaded to the LHIN. Consequently, many LHINs purchase diverse connections
from other providers in order to provide higher availability.
Since the feasibility study survey there has been no outreach to LHINs. Outreach lead by
Jim Wilson and supported by the steering committee to the LHINs is needed as LHINs with
their few important sites throughout the region contributed to the sustainability of SWIFT.
4.1.11 COMMUNITY NETWORKS

There are four (4) Community Network throughout the region. ORION, WEDnet,
LARG*net, WREPnet are the community networks in the region. The CEO in each
institution are the decision-makers we need to reach with our continuously evolving story
about SWIFT as the project gates through each phase, from funding application to operation
of SWIFT. Key influencer is the ITM.
Todds Sands, Founder of Windors Essex Development Network (WEDnet) and faculty
member of University of Windsor are members of the steering committee and Brad Gray,
Operations Manager, London and Region Global Network, (LARG*net) is based at Western
University in London should lead the outreach to their peer community networks supported
by the steering committee.
4.1.12 LARGE COMMERCIAL ENTERPRISES

Large commercial enterprises are potential beneficiaries of SWIFT and should be targeted as
members of SWIFT at some point in the future. There may be dozens of these organizations
that employ more than 250 people throughout the region. This market segment represents
relatively few sites compared to public sector, but their economic value to the region in terms
of employment and assessment base is large. The CEO in each institution may be the

influencer and often the decision-maker is the Information Technology VP/Director/Manager

(ITM).
These organizations require Ethernet connectivity to their corporate head offices and remote
offices as well as Internet connectivity for supply chain and customer communications. For
national and multinational corporations the connectivity purchase decision is made outside of
the region. Locally based large corporations therefore are better targets for SWIFT
connectivity as the purchase decision is made locally.
No outreach activities are underway with large commercial enterprises at this stage. Serge
Lavoie, President, South West Economic Alliance is the steering committee member
representing the business community and will lead outreach to this market segment.
4.1.13 SMALL AND MEDIUM SIZED ENTERPRISES

Small and medium sized enterprises (SMEs) are potential beneficiaries of SWIFT and should
be targeted as members of SWIFT at some point in the future. There may be hundreds of
medium sized companies that employ more than 50 - 249 people throughout the region and
thousands of organizations that employ 1 49 employees. These market segments represent
many more sites than compared to public sector, and their economic value to the region in
terms of employment and assessment base is large as it is widely recognized that SMEs drive
most of the economic growth in Canada. However, these companies are singular entities or
have a small number of remote offices, and therefore are difficult to reach. The CEO or
owner/operator in each enterprise may be the decision-maker we need to reach with our
continuously evolving story about SWIFT as the project gates through each phase, from
funding application to operation of SWIFT. Key influencer and often the decision-maker is
the Information Technology VP/Director/Manager (ITM) as appropriate.
Medium sized organizations require Ethernet connectivity to their corporate head offices and
remote offices as well as Internet connectivity to their supply-chains and customers, while
small businesses generally require only reliable and scalable Internet. The connectivity
purchase decision is made locally.
No outreach activities are underway with large commercial enterprises. Serge Lavoie,
President, South West Economic Alliance is the steering committee member representing the
business community and will lead outreach to these market segments.
4.1.14 ASSOCIATIONS
Ontario Federation of Agriculture (OFA) and the Chambers of Commerce in each
community and the Chamber of Commerce for Ontario are examples of influencers with the
business community that need to be approached.
Steering committee outreach has begun with the OFA with efforts lead by Duncan McKinlay,
Mayor, The Blue Mountains, Grey County, Past Chair, WOWC to schedule a meeting
underway at this writing.

4.1.15 FARMERS
The SWIFT Website, Blog, Facebook and Twitter sites and media relations are the only
means of marketing outreach underway with farmers. Case studies and success stories for
this market segment are in development at this writing. Endorsement by the OFA would be
important to this target audience.
Farmers will ultimately be important users on the SWIFT network and are key influencers
with political leaders and funding agencies necessary to establishment of SWIFT.
4.1.16 RESIDENTS
The SWIFT Website, Blog, Facebook and Twitter sites and media relations are the only
means of marketing outreach underway with residents. Case studies and success stories for
this market segment are in development at this writing.
Residents will ultimately be important users on the SWIFT network and are key influencers
with political leaders and funding agencies necessary to establishment of SWIFT.
4.1.17 INFORMATION AND COMMUNICATIONS TECHNOLOGY

MANUFACTURERS AND CONSULTING FIRMS
These are firms not directly engaged in providing telecom services to users such as Cisco,
Juniper, Alcatel, Fujitsu Dell, Microsoft, Apple, Hewlett-Packard, Google, and Yahoo for
example. These firms could provide input and funding for the project, including funding the
research on broadband led by Guelph University.
4.1.18 PROVIDERS
Service providers will be the builders, owners, and operators of SWIFT and their awareness,
understanding, and support of SWIFT and our guiding principles will be important to the
initial success and ongoing sustainability of SWIFT.
4.1.18.1 Incumbent Local Exchange Carrier
There is one (1) Incumbent Local Exchange Carrier (ILEC), which is Bell Canada and Bell
Aliant (recently merged with Bell Canada). The ILEC is the local telephone company for
70% - 80% of residents and businesses in Southwestern Ontario.
Bell was the only service provider who refused to participate in the feasibility study stating
that until request for proposals (RFPs) were issued for network connectivity they would not
provide any information required. RFPs will not be issued until the funding is secured from
the federal and provincial governments.
An outreach effort with Bell is underway at this writing lead by steering committee member,
Geoff Hogan, Director of Information Technology, Grey County to communicate the status
of project as it gates through to funding.

4.1.18.2 Small Incumbent Local Exchange Carriers
There are nine (9) Small Incumbent Local Exchange Carrier (SILEC) in the region
represented by the Independent Telecommunications Providers Association (ITPA). The
SILECs are the local telephone companies for less than 3% of residents and businesses in
Southwestern Ontario.
While the SILECs were initially supportive of the SWIFT project they have become
increasingly critical of it due to their fear of that SWIFT is a mechanism to bring more
service and applications provider competition into their markets. This has manifested itself
in a concerted campaign led by the ITPA to spread fear, uncertainty, and doubt (FUD) about
the SWIFT project.
Due the decision of the WOWC to proceed with the SWIFT project in August, while
maintaining consultations with the SILECS, and other service providers, the SILECs have
reluctantly agreed to engage in a dialogue in an effort to find common ground and
compromise. One meeting with the SILECs occurred in August and steering committee
representatives. The ongoing outreach effort is underway at this writing lead by steering
committee member, Geoff Hogan, Director of Information Technology, Grey County to
communicate the status of project as it gates through to funding.
4.1.18.3 Cable Companies
There are five (5) cable companies in the region dominated by Rogers and Cogeco. The
cable companies service covers about 70 80% of residents and businesses in Southwestern
Ontario.
Rogers and Cogeco participated in the feasibility study and have been neutral to supportive
of the SWIFT project to date.
The outreach effort is underway at this writing lead by steering committee member, Geoff
Hogan, Director of Information Technology, Grey County to communicate the status of
project as it gates through to funding.
4.1.18.4 Non-Dominant Carrier and Other Facilities-based Providers
There are six (6) non-dominant carriers in the region dominated by Hydro One Telecom
which provides transport infrastructure through the region and interconnects with a variety of
local exchange carriers and cable companies for last-mile access. Other providers are
regional in nature such as Packetworks or SILO for example. The non-dominant providers
serve about 10 20% of residents and businesses in Southwestern Ontario.
HOT and Packetworks participated in the Feasibility Study and have been neutral to
supportive of the SWIFT project to date.

The outreach effort is underway at this writing lead by steering committee member, Geoff
Hogan, Director of Information Technology, Grey County to communicate the status of
project as it gates through to funding.
4.1.18.5 WISPs and Non-Facilities-based Providers
There are a number of wireless Internet service providers (WISPs) such as Chatham Internet
Service and non-facilities based providers, such as Tecksavvy that resell other providers
infrastructure to deliver Internet and hosted services.
There is no outreach effort underway with these providers at this time.
4.1.19 UPPER TIER GOVERNMENT FUNDERS

The following are the government departments and ministries that will directly administer the
NBCF funding for the SWIFT project.
4.1.19.1 Infrastructure Canada
Infrastructure Canada staff, Stephanie Tanton, Director and Mohamed Nouhi, Advisor have
been engaged on the SWIFT project. Steering committee representatives met with Larry
Miller, MP from Bruce-Gray-Owen Sound and Chair of the Standing Committee on
Transport Infrastructure and Communities. Mr. Miller is supportive of the SWIFT project.
Sustained outreach needs to be maintained as the steering committee works through the
funding application process and the Ministry of Economic Development, Employment, and
Infrastructure (MEDEI) who is the in interlocutor with Infrastructure Canada to administer
the NBCF in Ontario. The Minister of Infrastructure, Denis Lebel, and his ministerial staff
have been directly engaged and continuous outreach to him and his ministerial staff is
needed.
4.1.19.2 Ministry of Economic Development, Employment and Infrastructure
MEDEI is a new ministry formed through the amalgamation of the former Ministry of
Economic Development and Employment (MEDE) and Ministry of Infrastructure (MOI)
after the last provincial election on June 12th of this year. The staff people on the program
side of MEDEI have been engaged for the past two years, most particularly Doug Bower,
Manager, Ed Deng and Michael Studniberg technical advisors. Doug and Ed have been very
supportive of the project.
With the amalgamation of the ministries, Dino Radocchia has come over from Aboriginal
Affairs to be the Manager of the Small Community Fund (SBF) and the Provincial and
Territorial Infrastructure Component (PTIC) fund and is now SWIFTs principal contact for
MEDEI. Dino was engaged previously on the project in his role in Aboriginal Affairs and is
supportive of SWIFT. Steering Committee representative have also met with other members
of the MEDEI program team are Scott Pegg, Director, Spencer Barnes, Policy Advisor,
Michael Azulay, Senior Economic Advisor.

At the Association of Municipalities of Ontario (AMO) on August 17th, steering committee

representatives met with Peter Milczyn, Parliamentary Assistant, to Minister Brad Duguid.
Subsequently program staff are urging steering committee representatives to make a SBF
application with an expression of interest (EOI) due September 19th.
It is important to the funding of the project, that SWIFT be defined as traditionally financed
project rather than a P3 project, as traditionally financed projects qualify for 66%
government funding while P3s qualify for only 50% government funding.
Ongoing outreach is required with MEDEI, including program and ministers office staff.
4.1.20 UPPER TIER GOVERNMENT INFLUENCERS
4.1.20.1 PPP Canada
PPP Canada (P3 Canada) provides technical support to Infrastructure Canada for P3 projects
funded through the NBCF. Any project over $100 million is required to complete a P3
screen to confirm if the project is a P3 or a traditionally financed project.
Steering committee representatives met with Rob Mackay, Director and Sandra Stone
Principal on April 14, 2014 to discuss the SWIFT project. Rob and Sandra were supportive
of the project.
If SWIFT is determined to be a P3 project then ongoing outreach will be required.
4.1.20.2 Industry Canada
Industry Canada works to improve conditions for investment, enhance Canada's innovation
performance, increase Canada's share of global trade and build a fair, efficient and
competitive marketplace. Industry Canada has had a lot to say about the lack of competition
in mobile wireless but has been silent about the lack of competition in wireline, and of
particular interest to SWIFT, fibre optic wireline. Industry Canada could be potentially very
influential in supporting the SWIFT project with the Minister of Infrastructure and at cabinet.
The Chair of the steering committee attempted to engage Minister James Moore, by writing a
letter of support to the minister regarding their wireless campaign and draw a parallel
between wireless and wireline. However, the minister wrote to decline the invitation to a
meeting.
Subsequently, representatives of the steering committee are working through Thitima

Songsakul, Regional Manager (Ontario), Strategic Policy Sector, Industry Canada to engage
with policy advisors and MEDEI staff.

4.1.20.3 Canadian Radio and Telecommunications Commission
The Canadian Radio and Telecommunications Commission (CRTC) regulates the

telecommunications industry in Canada. There are two proceedings currently underway
with the CRTC that could have significant impact on the SWIFT project.
Telecom Notice of Consultation CRTC 2013-551, which is a review of wholesale services

and associated policies including fibre optic access and transport infrastructure and Telecom
Notice of Consultation CRTC 2014-188 which affects incumbents ability to limit the
delivery of over the top (OTT) applications on their infrastructure. The Chair of CRTC
appears to be pushing incumbents towards opening up access on both proceedings which fits
well with the SWIFT open access model and suggests SWIFT and CRTC are philosophically
aligned.
Steering committee representatives have met with the Chair, Jean-Pierre Blais, and Chris
Seidl, Executive Director, Telecommunications who the staff person is administering the two
proceedings described above.
Ongoing outreach with the CRTC is important as the project gates forward to grow support
from this key influencer.
4.1.20.4 Ministry of Agriculture, Food and Rural Affairs
This Ministry is most focused on rural ridings in Southwestern Ontario and historically has
been the administrator of broadband funding programs such as the Rural Connections
Program from 2007 2011.
The broadband file has largely been passed to MEDEI, however Karla Uliana, Senior Policy
Specialist, remains the lone person with broadband in their portfolio.
The Minister, Jeff Leal, has been supportive of SWIFT with steering committee
representatives and is on the record in news stories supporting the project. Ongoing
outreach with the minister and policy and program staff with OMAFRA is important as the
project gates forward to grow support from this key influencer.
4.1.21 COMMUNICATIONS
The interim marketing plan was approved on May 2, 2014 to execute a limited number of
deliverables subject to completing this marketing plan. The development of the following
deliverables ensued:
4.1.21.1 Logo and Branding
Early on in the project the steering committee came up with the brand name for the project
and a logo was developed as shown below in Figure 3. This logo is used in all
communications for the project.

4.1.21.2 Web and Blog
The Website, http://swiftnetwork.ca/, was launched on June 10th in advance of the SWEA
Community Engagement Coordinator training meeting on June 11th in Stratford. The Web
site and Blog is a destination site to provide static and interactive content about SWIFT and
related sources. The Web site/blog is updated daily with new content.
Figure 3 Brand name and logo of project
Google Analytics shows the results for the Web site, July 1 September 1 with no paid
media support to help drive visits:
4.1.21.2.1 Overview
This section describes total sessions, users, and pageviews as shown below:

Figure 4 Analytics overview of Web site

4.1.21.2.2 Acquisition Overview

Where the traffic is coming from in Figure 5:
The biggest chunk is direct, meaning people are coming straight to our url
(CECs, offline exposure)
Lots of traffic is coming through social, mobile facebook and twitter.
Figure 5 Acquisition overview of Web site
4.1.21.2.3 Behaviour Overview

Where are people clicking is shown in Figure 6.

The overwhelming majority are viewing the homepage, where the bulk of the
information is so thats good.
The blog is the next highest, also good. The rest of the list is around where we want it
in terms of hierarchy, with the exception of driving contacts up a bit higher
The blog post about struggling with lack of connectivity is the most viewed blog post,
followed by the survey so we are getting direction on what kind of posts generate
the most attention
Figure 6 Website page views July 1 December 1, 2014

4.1.21.3 Social Media
Social media sites are Facebook, facebook.com/networkswift and Twitter

twitter.com/networkswift, which were launched on June 10th. Social media needs the most
work, would benefit from some paid advertising boosting. Received 41 FB likes, 93 Twitter
followers theres not really enough user activity here to provide valuable insights yet. Once
we can get these numbers up, we can see what people are liking, where comments are
happening we already know that there is a decent volume of people clicking through to the
SWIFT Web site from social platforms. See results for Facebook Figure 6 and Twitter
Figure 7 below and Google Web site analytics charts above.

Figure 7 All Social Media Reach July 21 December 1, 2014

4.1.21.4 Traditional Media
Traditional media, such as newspapers, radio, TV, outdoor or transit were not included in the
interim marketing plan.
4.1.21.5 Media and Public Relations
A couple of press releases and news bulletins have been issued to support the SWIFT project
like the training session for CECs on June 11 and the workshop held for municipal leaders at
AMO on August 14th .
4.1.21.6 Promotion and Collateral
A brochure is being handed out by CECs as they engage community stakeholders throughout
Southwestern Ontario. The brochures may also be mailed with tax bills, distributed at
municipal offices, libraries, and communities or downloaded from the Website,
http://swiftnetwork.ca/SWIFT_BillStuffer_V6.pdf. Some 5,000 pieces have been printed so
far and are in distribution at this writing.
4.1.21.7 Community Outreach
The community outreach, led by Ashleigh Weeden for the steering committee supports the
SWEA CEC effort to reach with stakeholders throughout Southwestern Ontario. In addition,
Geoff Hogan has been making presentations to various municipal councils and community
organizations. Budgeted in the interim marketing plan were six (6) CEC events and six (6)
council presentations which have not occurred at this writing.
5 Objectives Set
The following are the objectives for the Marketing Plan:
5.1 Awareness and Comprehension
To achieve 100% awareness and comprehension of SWIFT:
MEDEI and Infrastructure Canada minister, chair and staff
OMAFRA, Industry Canada, CRTC, minister, chair and staff
Counties, lower tier municipalities, separated municipalities, municipal utilities
School boards, OASBO, universities, colleges principals, IT managers
Hospitals, CCACs, LHINs, CEOs and IT managers

First Nations, Chiefs, EcDev officers, and IT managers
Community networks, CEOs and IT managers
Associations, Executive Directors
Hardware and software vendors, CEOs, Area Managers
Service providers, CEOs, Area Managers
Hardware and software vendors
5.2 Support
To receive endorsements through letters of support or other acknowledgment of support as

appropriate:
MEDEI and Infrastructure Canada minister, and staff 100%
OMAFRA, Industry Canada, CRTC, minister, chair and staff 100%

100%
School boards, OASBO, universities, colleges principals, IT managers 100%
Hospitals, CCACs, LHINs, CEOs and IT managers 100%
First Nations, Chiefs, EcDev officers, and IT managers 50%
Community networks, CEOs and IT managers 100%
Associations, Executive Directors 100%
Hardware and software vendors 50%
5.3 Membership and Funding
To expand membership or support in SWIFT and funding as appropriate:
MEDEI and Infrastructure Canada minister, chair and staff 100%
Counties, lower tier municipalities 100%
Separated municipalities 80%

Municipal utilities 50%
6 Strategies Developed
The project schedule for each the deliverables describe below, including task, timing, persons
responsible is attached in the MS Excel file, Marketing calendar and budget 2014
2015.xls.
The following the strategies will be developed and executed to achieve the objectives:
6.1 Deliverables
A key principle of the marketing communications execution will be to "Create Once Post
Everywhere" approach to the content. Being able to use creative elements, stories, and other
content to appeal to each target audience and then translate that into Web, social media,
editorial media coverage. Infographics and tools are used to engage people in person.
The following are the deliverables of the marketing strategies:
6.1.1 PERSONAL OUTREACH

Direct appeals by Steering Committee members and other friends of the SWIFT project to
their constituent audiences are needed. In order to broaden the awareness and support for
SWIFT steering committee members representing separated municipalities, school boards,
universities/colleges, and hospitals need to take a leading role in breaking through with their
peers to set up an opportunity for meeting and presentations to these groups.
This effort will be to solicit letters of support, membership, and funding. It will be supported
by SWIFT with Web and social media communications and slide presentations.
6.1.2 LETTERS OF SUPPORT

Template letters of support developed so steering committee members and other supporters
of SWIFT may provide an example in their outreach efforts with their peers. The aim would
be to receive letters of support from each user in each sector as set out in the objectives.
Receiving letters of support are often a first step towards receiving funding support.

6.1.3 SEMINAR SERIES

The seminars will be held at community centres, legion halls, chambers of commerce and
church basements, a series of scheduled and ad hoc presentations and Q&A sessions of about
2 - 3 hours in duration, with representatives from SWEA and SWIFT.
In these seminars, representatives will describe the project, review the project schedule,
describe the uses of broadband and provide a "how-to" use the Web primer with customized
content for farmers, residents, and small businesses. Attendees will complete a residential
and small business survey, which provide insights on their views on their broadband access
today.
Presentations may also be made to potential SWIFT members at their place of business, e.g.,
a school board office, to provide project updates and educate participants about the
imperative of SWIFT and the Intelligent Region.
6.1.4 COMMUNITY EVENTS

Community events exhibits at various festivals and events across Western Ontario, such as,
Canadas Outdoor Farm Show, for example, are planned. A calendar of events will be
developed as part of the Marketing Plan in partnership with SWEA.
6.1.5 WORKSHOPS
Hold three (3) large workshops in winter/spring 2014/2015 east, central, and west, similar to
those held in London and Guelph in 2013. Work with partners such as SWEA, MEDEI, and
OMAFRA. Each event is full day with morning presentations and trip-around-the-tables
idea-generating exercise with attendees in partnership with the University of Guelph.
6.1.6 STAKEHOLDER CONSULTATIONS

We will make presentations to and receive input from stakeholders on the SWIFT project,
including: ILEC, SILECs, cable companies and other providers. Consultations with public
sector users, funders and regulators: MEDEI, Infrastructure Canada, Industry Canada, CRTC,
and other agencies, ministries, and department of federal and provincial governments. These
meetings will be planned and scheduled as proactive outreach in the marketing plan while
many meetings may occur on an ad hoc basis.
6.1.7 SLIDE SHOW

Slide show to support Seminar Series, Workshops, and Stakeholder Consultations, has been
developed and will be updated as circumstances and new content warrant.
6.1.8 PRIMER
The primer is a how-to workbook for putting an SME or farm-based businesses on the
Web for e-commerce, market research, supply chain communications, and business
tools/apps is under development at this writing.

6.1.9 WEB SITE AND SOCIAL MEDIA

Web site, Blog, Facebook and Twitter presences have been developed. Weekly updates to
Website, and daily posts to Blog, Facebook, and Twitter are underway.
6.1.10 BROCHURE/BILL STUFFER

The brochure that describes the SWIFT project and directs readers to the Web site has been
developed. This piece may be updated from time to time as circumstances require. The
brochure should be available at all County and municipal offices, libraries, and recreation
centres and mailed with tax bills to residents and is downloadable as a pdf from the Web site.
Gathering numbers of distribution is currently underway in order to develop cost estimates
and scheduling for printing and distribution.
6.1.11 POP-UP BANNERS

Pop-up banners have been developed to support SWIFT spokespeople at various venues and
need to be update with new URL, Facebook, and Twitter addresses.
6.1.12 SUCCESS STORIES AND CASE STUDIES

Success stories of users of broadband networks in Western Ontario are now available on the
Web site and may be sent to the media as news bulletins for their consideration as news
stories. Case studies of those users who face broadband challenges and how this affects their
lives will be completed.
These stories with photos and occasionally video, will feature farmers, retirees, parents and
students, small businesses, large commercial enterprises, First Nations peoples, and public
sector organizations in order to have a bank of stories that make broadband relevant to a
variety of target audiences.
6.1.13 NEWSPAPER ADVERTISING

One-quarter page newpaper ads to announce events announce milestones, and driver visitors
to the Website and social media sites of the project throughout the region.
6.1.14 RADIO ADVERTISING

:30 second radio spots airing to announce events announce milestones, and driver visitors to
the Website and social media sites of the project throughout the region.
6.1.15 TELEVISION ADVERTISING

:30 second radio spots airing to announce events announce milestones, and driver visitors to
the Website and social media sites of the project throughout the region.

6.1.16 EDITORIAL MEDIA COVERAGE

News bulletins and press releases on project milestones, success stories, announcements for
the project and feature success stories in local newspapers and news Web sites. A media
contact list has been developed and is updated regularly.
6.1.17 MAIL CHIMP EMAIL PUSH APP

A Web-based application to allow the in-house creation of marketing e-mails (formatted as
newsletters linking to Web content, postcards/event notices, Facebook, Twitter). Mail
chimp has been employed to date to promote the AMO conference workshop for example.
6.2 Budget
See detailed MS Excel spread Marketing calendar and budget 2015 2020.xls attached
listing each deliverable and budget. The following is a summary description, hours, and
costs for each of deliverables on an annual basis listed above:
6.3 Calendar
Attached MS Excel calendar, Marketing calendar and budget 2014 2015.xls, showing the
timing and quantity of deliverables attached to complete the marketing plan.
7 Performance Measures
Google Analytics, Facebook Insights, and Twitter Analytics will be employed to gauge
performance of the marketing plan. As well, in-person surveys at seminars and community
events are excellent sources of data to evaluate marketing effectiveness as well as other
attributes of the SWIFT project and cost effective to implement in partnership with SWEA.
The following are the performance measures for the Marketing Plan to be measured by
Survey Monkee/Fluid Surveys on a quarterly basis:
7.1 Awareness and Comprehension
To achieve 100% awareness and comprehension of SWIFT:
MEDEI and Infrastructure Canada minister, chair and staff
OMAFRA, Industry Canada, CRTC, minister, chair and staff
School boards, OASBO, universities, colleges principals, IT managers

Hospitals, CCACs, LHINs, CEOs and IT managers
First Nations, Chiefs, EcDev officers, and IT managers
Community networks, CEOs and IT managers
Associations, Executive Directors
Hardware and software vendors, CEOs, Area Managers
Service providers, CEOs, Area Managers
Hardware and software vendors
7.2 Support
To achieve bona fide support through letters of support or other acknowledgment of support
as appropriate:
OMAFRA, Industry Canada, CRTC, minister, chair and staff 100%

100%
Associations, Executive Directors 100%
7.3 Membership and Funding
To expand membership and/or support in SWIFT and funding as appropriate:
Counties, lower tier municipalities 100%

Separated municipalities 75%
Municipal utilities 50%
8 Next Steps
The following are the next steps for the marketing plan:
1. Receive SCF funding;
2. Execute the marketing plan;
3. Report results on a monthly basis;
4. Modify plan based on results on a quarterly basis.

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THE Ultra High Speed Regional Broadband For Everyone

Western Ontario Wardens Caucus

1.1 WOWC Broadband Feasibility Study Steering Committee...................................... 5

2.1 The Marketing Plan Framework ............................................................................ 7

2.2 The Five Ws of Marketing Planning ......................................................................... 7

3 Executive summary ........................................................................................................... 8

3.1 Background ............................................................................................................... 8

3.2 Situation Analysis ..................................................................................................... 8

3.3 Objectives Set ........................................................................................................... 9

3.4 Strategies Developed .............................................................................................. 10

3.5 Performance Measures ............................................................................................ 12

3.6 Next Steps ............................................................................................................... 12

4 Situation Analysis ........................................................................................................... 14

4.1 Users ....................................................................................................................... 14

5 Objectives Set ................................................................................................................. 33

5.1 Awareness and Comprehension .............................................................................. 33

5.2 Support .................................................................................................................... 34

5.3 Membership and Funding ....................................................................................... 34

6 Strategies Developed ...................................................................................................... 35

6.1 Deliverables ............................................................................................................ 35

6.2 Budget ..................................................................................................................... 38

6.3 Calendar .................................................................................................................. 38

7 Performance Measures .................................................................................................... 38

7.1 Awareness and Comprehension .............................................................................. 38

Marketing Plan Draft FINAL APPROVED 2

7.2 Support .................................................................................................................... 39

7.3 Membership and Funding ....................................................................................... 39

8 Next Steps ....................................................................................................................... 40

Marketing Plan Draft FINAL APPROVED 3

Figure 1 Marketing Planning Methodology.............................................................................. 6

Figure 2 SWIFT approved organizational design ................................................................... 15

Figure 3 Brand name and logo of project ............................................................................... 27

Figure 4 Analytics overview of Web site ............................................................................... 28

Figure 5 Acquisition overview of Web site ............................................................................ 29

Figure 6 Website page views July 1 December 1, 2014 ...................................................... 30

Figure 7 All Social Media Reach July 21 December 1, 2014 .............................................. 32

Marketing Plan Draft FINAL APPROVED 4

1.1 WO WC Broadband Feasibility Study Steering Committee

Bill Hill Mayor, Township of Duncan McKinlay, Mayor, The Blue

Brian Milne, Mayor, Township of Sonya Pritchard Chief Administration

Geoff Hogan Director of Information Serge Lavoie President, South West

Mike Morgan Senior Information Brad Gray Operations Manager, London

Todds Sands Founder, Windsor Essex Barb Swartzentruber Senior Advisor,

Helen Hambly Odame Associate Dan Mathieson, Mayor, City of Stratford

Jim Wilson, Chief Information Officer, Ashleigh Weeden, Communications and

Marketing Plan Draft FINAL APPROVED 5

Figure 1 Marketing Planning Methodology

Marketing Plan Draft FINAL APPROVED 6

2.1 The Marketing Plan Framework

The Marketing Plan answers a series of questions. We take this open-ended-question-

2.2 The Five Ws of Marketing Planning

An effective Marketing Plan must answer the five (5) Ws:

Marketing Plan Draft FINAL APPROVED 7

The following is the context for the Marketing Plan:

3.2 Situation Analysis

Marketing Plan Draft FINAL APPROVED 8

Funding departments and ministries decision-makers, other departments and

Telecom and cable facilities-based service providers and applications services

3.3 Objectives Set

1. Building awareness of target audiences in 100% of the cases;

2. Achieving comprehension of the project in 75% of the cases;

Marketing Plan Draft FINAL APPROVED 9

3.4 Strategies Developed

1. Personal outreach direct appeals by steering committee members, WOWC members