Anatomy of a Jane’s Walk in Toronto: Raindrop’s Journey in Rosedale Valley

map of rosedale valleyAre you interested in water quality and the environment in Toronto? Then you would have been interested in a 2014 Jane’s Walk called “A Raindrop’s Journey in Rosedale Valley“.

The walk traced a how a raindrop travels along Rosedale Valley Road to the Don River and taught walkers about the valley’s history while learning about water quality and conservation.

The Walk’s Stops

A list of stops along the walk where the environment’s Asquith Green Parkwater and local history was discussed along with notes for the walk. Landmarks are pointed out along the walk and details on these interesting places are found in the references section after this article mainly from Riversides and the Toronto Star.

1. Asquith Green Park – meeting site

A wide open park with a concrete stage to stand up on to easily talk to the walk group as they gather.

2. Park Road West side at Church

Cross the road carefully to reach the sidewalk Lawren Harris Park signand descend into the valley on Park Road slowly as the path can be steep or slippery when wet.

3. Lawren Harris Park

Look at sign at the west end of the park at the bottom of the valley. The sign is close to Rosedale Valley Road.

A good spot to talk about:Hazeldean Park sign

  • the rich hunting/fishing area (First Nations usage of the area)
  • recent history of the region (1800 – present)
  • how people used the river for fun activities in the past
  • a link to Jane Jacob’s work along Castle Frank Brook at Cedarvale Park.
  • Group of 7 studio is visible to the west
  • brewery used to be in the area
  • ravine history

4. Hazeldean Park

  • See the Hazeldean sign and painting. Note Rosedale Villa was on east side of ravine
  • Bell box mural is seen across the street reflecting the neighbourhood (combination of nature and residential)
  • Eulogy to Beauty plaque in Hazeldean park.

5. Observe the Bluebells (invasive species)

Bluebells are growing along slope in valley and are visible Bluebells close upin spring, summer and fall. There are gardens growing on the top of the valley from houses.

6. Glacial Rocks (Parking Entrance)

Walking west along the path, we reached a parking entrance with glacial rocks in front showing the area’s geological history.

7. Small Hill Between Mt. Pleasant and Sherbourne Bridges

There was a brewery here on the on south side of valley where the hill is. Observe the garbage than came from run Bridges over valleyoff in the area. The brewery dammed the river in the past creating a lake for water sports throughout the year.

8. Storm Sewers

Along path, see how many storm sewers you can spot.

9. Subway Tunnel

Approaching the Parliament bridge, look at subway tunnel Traveling west along Rosedal Valley pathoverhead which is a completely covered bridge for noise reduction.

Note the large amount of soil run off near the foot of the bridge.


10. Don Valley lookout point / campsite

Under the Parliament bridge, take a path to the right that climbs up towards St. James Cemetary. Along theView of valley floor from bridge path, you’ll see some fallen logs and an area that looks like a campsite.

The campsite shows the multiple uses of area of the ravine for sport, living, and recreational activities. Under the bridge, you’ll find evidence of people temporarily using the bridge as a shelter/living area sometimes. The campsite is a near the connection on Parliament for the mid-Toronto interceptor sewer. A discussion on where water goes in a storm and why disconnecting downspout is important.

11. Bloor-ParliamentParkette

Climb up the ravine path to end up near Parliament and Bloor at the parkette. The path is rough, though well traveled and should be visible by the many rocks on the path. Head across the bridge towards the Don Valley offering a good view of Rosedale Valley from above.


12. Castle Frank MarkerCastle Frank stone marker

The approximate location of the original Castle Frank house has a red stone market by the Don Valley (now Toronto Regional) Conservation Authority. Place to talk about recent history of Castle Frank and how the region got its name.

13. Castle Frank TTC Station

The End of Walk!

About the Walk

Creating the Walk

So how was this walk created? With help from people, therosedale valley with 2 boys standing in stream surrounded by trees and paths library, and internet resources 🙂

In particular, generous library and online resources from people who genuinely care about the water quality and health of our environment in the city. The Jane’s Walk Toronto Walkshops held prior to the walks in 2014 gave me access to volunteers and staff who identified themes walkers would be interested in and gave advice on how to hold a safe, fun, and engaging walk.

After that, it was:

  1. Doing lots of reading like the articles below. The areas I researched were:
    1. water quality
    2. invasive species and plant life
    3. Toronto’s ravine and sewer system and their relationships
    4. Toronto’s rivers and their history
  2. Gathering photos and remember my past experience in the walk area, especially on day hikes.
  3. Mapping out a walk and planning for possible things like weather, large groups, “plan B paths”.
  4. Walking the path and looking for points of interest as a test run.

About the Walk Leader JustinJustin Tung with Medal at Canada Day Regatta

I’ve lived in the downtown area for more than 30 years and went to school/played with friends as a child in the Rosedale area.

In a quest to learn about the city and its history, I’ve extensively explored the downtown area by bike, foot, and online too! I’m a civil servant and passionate about sharing our environment and a healthy city.


Battersby, Helen. “Rosedale Valley Road’s bluebell glade”. Toronto Gardens. 16 April 2009. Web. 17 April 2014.

Brown, Alan L. “Eulogy to Beauty Historical Plaque”. Toronto Historical Plaques. n.d. Web. 2 May 2014.

“Box Art and Bright Green Balloons”. Walking Woman. 3 April 2013. Web. 17 April 2014.

“City of Toronto and Bell Canada step outside the box with one-of-a-kind urban art on the box”. City of Toronto. 14 June 2006. Web. 17 April 2014.

“Controlling Invasive Plants”. City of Toronto. 2013. Web. 15 April 2014.

Hare, Peter, Toronto Green Community and Toronto Field Naturalists. “Castle Frank Brook”. Lost River Walks. n.d. Web. 14 April 2014.

Limeback, Rudy. “Six ravines and an abandoned rail line”. 21 April 2012. Web. 14 April 2014.

Powers, Lucas. “Urban flooding likely to worsen”. CBC. 11 July 2014. Web. 14 April 2014.

Mayers, Adam. “The Real Castle Frank”. Toronto Star. 8 March 2007. Web. 14 April 2014.

RiverSides: Where Water Quality Begins. RiverSides, 2009. Web. 13 April 2014.

“Rosedale Ravine Trail”. Ontario Trails Council. n.d. Web. 14 April 2014.

“Rosedale Valley Road”. Toronto Public Library. n.d. Web. 14 April 2014.

Ontario Streams. Ontario Streams, 2014. Web. 22 March 2014.

“The Water in the City Walk: Self-guided Tour”. RiverSides. 2007 Web. 13 April 2014.

The Vanishing Point: water underground. Vanishing Point. 2013. Web. 12 April 2014.

Integrated Marketing and Communications Plan Example

The plan is the 2012-2013 OPS Dragon Boat Club Integrated Marketing and Communications Plan and reflects actual plans executed during the 2011-2012 dragon boat season.

OPS Dragon Boat Club Integrated Marketing and Communications Plan

Business Objective2011-09-11-GWN-Dragonflies-300x199

Introduce people to dragon boating for fun, health and wellness, and to allow members to meet and work with people from various ministries and backgrounds within the Ontario Public Service (OPS).

Organize teams for people in the sport of dragon boating to provide a fun and affordable experience and exposure to competitions and diversity of events.

Communications Objective

Raise awareness of the club and attract paddlers to join the club and register for club programs.

This objective is accomplished through the following goals:logo-square550x550-300x300

  1. Collect input from members and potential paddlers on their goals and wants to dragon boat programs and related events.
  2. Increase awareness of the club, its programs, and events. Provide information showing benefits of dragon boating including health, fun, and friendship.
  3. Provide information to attract people to register for the club’s programs and events.

The goal is SMART as outlined below:

Specific: Growth in registration and revenues by 5% assuming an additional team is created.
Measurable: Percentage change from 2011
Attainable: New teams were created with the 2012 season, allowing growth in registration and possibly revenues to occur.
Realistic: New teams can be formed given the size of the target audience. A new team of 20 people is small percentage of the possible audience estimated as 40,000 people.
Timely: 2012 calendar year (Dragon Boat season) is the evaluation time period.


The OPS Dragon Boat Club was formed in June 2002 by experienced dragon boat enthusiasts and people with a great spirit for health, team work, and fun. They were people from the Ontario Public Service (OPS) who wanted to introduce other people to dragon boating which is now one of the world’s fastest growing water sports.

Traditionally, the club forms several teams each year catering to beginners and experienced paddlers alike. The club is responsible for constructing the programs, gather funds from paddlers to pay for team expenses, and ensure continued operations of the club.

The club has since grown to include individuals from within and outside the OPS  (OPS Dragon Boat Club, 2011).

Target Audiences

OPS PeopleOPSDBC-Canada-Day-2012-Teams-960x960

These are people working for the Ontario Public Service (OPS) and often includes their friends and family. They are motivated by:

  • Team building activities
  • Health and wellness
  • Affordable and accessible sporting activities
  • Opportunities to meet other people in the same organization
  • Enjoy fun events with their colleagues

People in Toronto

Past survey results indicate many paddlers find that club through the internet and word of mouth from friends. These people usually live in Toronto and occasionally surrounding cities like Scarborough,
Mississauga, Oakville, Richmond Hill, Pickering, etc. and are actively looking the following things in dragon boating:

  • Beginner teamsToronto-Canada-Satellite-Image-300x271
  • Join friends they knew previously in the club
  • Teams that practiced through the summer season 1 to 2 times a week

These people commonly say the practice times, frequency, and price of the club programs fit the criteria they were looking for or searching online for.

Club Members

Previous members of the club, friends, and leaders of previous teams usually comprise about 50% or more of team registrations in a given year. They represent the core of the club and its teams and drive performance and consistency in the club’s operations.


Media includes mainstream public media as well as corporate communications editors in the OPS.

Strategic Approach

Collect feedback > Assess existing communications > Build Awareness > Action on Promotional channels > Create a conversation > Improve Communicationsdeming-cycle

  1. Collect feedback from club executive, members, OPS staff, and team captains and coaches on how the club can improve and stay in touch or reach new paddlers. Find out how the club can achieve performance, social, and other goals of members
  2. Assess existing communications from the previous season. Use lessons learned compiled from executive members to develop improvements.
  3. Build awareness of the OPS Dragon Boat club to OPS staff and people looking in Toronto and surrounding areas for dragon boating .
  4. Communicate club materials, messages, events, regattas, programs, etc. to the target audiences.
  5. Provide channels for feedback to the club executive and team captains and coaches. Interact with paddlers to build a relationship lasting across seasons.
  6. Improve communications from year to year to extend reach, improve relevance, and match expectations of members and potential members.

Key Messages

Here is a selection of messages speaking to the club’s goals, approach, and history of operation (Tung, 2012).

Diversity – “In Toronto, the OPS Dragon Boat Club has 5 teams offering various practice times, competitiveness levels, and locations.”

Popularity of dragon boating – “Dragon boating is one of the fastest growing watersports since it is suitable for anyone.”

Accessibility and Open Nature of the Sport – “Our teams have had people in their 20s to 60s paddling and we welcome beginners and advanced paddlers alike on all teams.”

Team building – “Dragon boating is all about team work. There is no better feeling than when 20 paddlers cross the finish line as one cohesive team.”OPSDBC-Photostream-2012-960x629

Affordability – “All the club’s programs are at cost to ensure the lowest possible price for paddlers. We’ll work with you to arrange payments that are convenient to your schedule.”

For paddlers, by paddlers – “Experienced dragon boaters and enthusiasts are the ones running the club as volunteers and we welcome feedback and contributions from members.”

Tactics by Communications Objective

Utilize communication channels to collect feedback, communicate, build awareness, and promote the club’s programs and its improvement. Timings of tactics are based on a regular club season which usually begins in December with a new executive, goes into the New Year with active team programs in May to September, and a season closing period from October to November.

Objective: Collect Input

Description Vehicle & Audience Timing & Budget
Executive (exec) Meetings and Informal conversationsMeeting-on-the-beach-by-Racum-via-Flickr-300x213Discuss club planning and operations. Invite members, team captains, and previous executive members as needed. Much feedback is received simply from conversations people have at practices, regattas, and other club events to be described in other sections. Face to faceExecutive members, All club members, people attending events/regattas. Year round$0, requires meeting facility
Registration SurveysOPSDBC-registration-form-300x65Ask paddlers about how they heard about the club, their goals, and their needs for team programs.Surveys are counted as registration to a team and provide information to paddlers about payment, practices, etc. Online survey(e.g. Survey Monkey)Paddlers registering for programs April – June or longerFree or $125-228 annually for Survey Monkey account
Annual General Meeting (AGM)OPSDBC-AGM-2011-300x140Held at the end of the season, the AGM offers a place for: conversation, review of surveys, discussion of important issues and the future of the club, and recognizing people. Face to faceAll club members End of season$0 if event funded by members or TBD by exec, $20 for recognition materials, $100 for member rewards
Digital Channelscomputer-monitorContinuous feedback is possible in email, website forms, social media. See section below for details and links to the club website and social media channels.Traditionally email is the primary vehicle for feedback and comments through Facebook in 2012 is growing as a channel to push announcements and a place for conversation between paddlers and sharing media such as pictures and video. Online including website, email Facebook, Twitter, Flickr, YouTube*, Google+* Note* YouTube and Google+ channels have not been developed yet.Club members, People in Toronto, OPS staff Year round~$100.00+ annual website costs. Free for social media. $24.95 annually for Flickr account (optional)
End of Year surveyOPSDBC-2011-Survey-Results-300x111This survey is used evaluate paddler experiences, club programs, communications, and teams. The survey is not scientific, but is the top source of feedback with metrics.It offers discussion points with the exec and members. Online survey (e.g. Survey Monkey)All club members September to OctoberSurvey Monkey account, costs covered in registration tactic.

Objective: Distribute Information and Increase Awareness

Description Vehicle: Audience Timing & Budget
Email / Word of Mouthemail-credit-nounprojectSurveys consistently place email and word of mouth as the primary channels (greater than %50 versus other channels) of hearing about the club. Email is also the primary means of day to day and announcement based communications to and from members. Emails and word of mouth. Emails done via Google Apps)All audiences, especially previous club members Year round, specifically during promotion of events or teams.$10-30 for Domain/email hosting
Web ChannelsOPSDBCDigitalComms-Collage-300x300OPS Dragon Boat website and social media (OPS Dragon Boat Facebook page, Twitter, and Flickr) are used for the delivery of information that have been promoted via email and face to face communications.Web channels should be used with email, events, and physical media (e.g. posters) which will drive people to visit the websites.A digital communications plan can developed for an early season awareness campaign including blog articles, exec minutes and decisions, engaging photos, videos, email newsletters, annual chair’s/presidents message, seasonal (holiday, spring) messages, annual reports, and creative graphics. Later posts can contain program promotions (e.g. discounts) based on existing team registrations Online including website, email Facebook, Twitter, Flickr, YouTube*, Google+*, OPS Intranets and articlesPeople in Toronto (especially people searching on dragon boating), All audiences (especially younger people for social media) Year round~$100.00+ annual website costsFree for social media. $24.95 annually for Flickr account (optional)
Dragon Boat Information SessionsOPSDBC-Panel-Speakers-2012-300x169Historically the club as participated in a variety of information sessions held for other organizations like a Ministry division, a school, or sports showcase.These events provide an opportunity to promote the sport and the club’s teams. Face to face eventOPS staff usually, Toronto community Ideally early in season April to June$0, 5-10hours of preparation time for presenters

Objective: Attract Registration to Programs and Events

All tactics in the “Distribute Information and Increase Awareness” objective can be reused to also obtain registrations for programs (dragon boat teams) and events.

Tactics in this section are more specific as they describe communications and marketing essential to the success of teams and programs by obtaining registrations.

Description Vehicle & Audience Timing & Budget
Email / Word of Mouth Early Season Campaignemail-credit-nounprojectEmail, talking to, and phoning previous paddlers is a primary channel to encourage people to register for teams in the club. Emails usually include official information from the club exec on teams with registration links, waivers, and other information for paddlers. Email (can use Mail Chimp or manual) and phone callsPrevious club members Early to mid season March – June$10-30 for Domain/email  hosting
Club ShowcaseOPSDBC-2012-Showcase-showing-video-of-dragon-boat-with-presentation-in-background-300x165A whole or half day event centering on an informational presentation at lunch time in a public OPS space. Common agenda items are a raffle for a free membership, guest coaches/speakers, description of dragon boating and the club’s teams, and introductions of people involved in the club. Face to face, usually conducted in OPS provided spaceAll OPS staff, usually located in downtown Toronto near or at 900 Bay Street. March or before teams begin$0, promotional materials costs are covered under other channels
Digital AdvertisingAdWords-Campaign-Overview-300x222Facebook – Promote likes on the OPS Dragon Boat page, increasing reach of Facebook announcements and promoting conversation. Google AdWords (includes ads for Search, YouTube/Video, and Display Network with websites across the internet) – Keyword based advertising based on member survey data (e.g. dragon boat, Toronto, ashbridge’s bay, paddle) Online ads on Facebook, Google, and others if desiredPeople in Toronto and surrounding cities interested in dragon boating or similar sporting experience. March to May, Early Season$0 or TBD by exec., recommend $50 to $100 available from Google for new accounts for free.
Press Releases & Media KitOPSDBC-Press-Release-for-Showcase-300x221Opportunities for issuing announcements include the following: OPS Dragon Boat Club Showcase – issue release during early March, major OPS regattas (i.e. the Dominion Day Regatta) – issue release in June.OPS-Dragon-Boaters-showcase-their-sport-600x584-300x292Significant changes to teams or creation of new teams.Releases can be traditional or social media ones with videos of regattas, pictures of teams and races, graphics (logos, posters), and the club’s social media channels.The club frequently partners with OPS staff in certain teams to issue releases for OPS internal digital communications (e.g. EANG, ministry teams). Email, website, optionally newswireMedia, Internal OPS communications staff operating news intranets like Topical and Ministry intranets, Operators of and dragon boat news sites Early to mid season, See description$0
Promotional Materials, Signage, and other Physical MediaOPS-Dragon-Boat-Banner-960x402These materials complement face to face conversations and events and can include awards, medals, pictures, posters, brochures, banners, t-shirts, dragon boat equipment, lanyards, etc.Posters, brochures, and digital presentations (PowerPoint, PDF) have been the most popular forms of promotional communications. At the AGM, the exec usually presents recognition awards to outstanding padders, captains, and volunteers.Advantage of having signage is the opportunity to reuse it at events and regattas to aid in visibility of the club and help paddlers identify club branding and information. Physical media (see description), digital mediaAudiencePeople in Toronto and OPS staff in areas like offices, sports centers, gyms, dragon boat sites, learning events Year round, though mainly early to mid season$30-$50 or more depending on physical media to be printed.
Web ChannelsOPSDBCDigitalComms-Collage-300x300OPS Dragon Boat website needs to update audiences on these items as they change:

  • Teams and details like captains, members, practices, regattas, training camps
  • General information: about the club, executive, payments, practice sites, waivers,
  • News: new teams, changes
  • Social mediaUsed to push out messages and news on teams and events.
Online including website, email Facebook, Twitter, Flickr, YouTube*, Google+*, OPS Intranets and articlesPeople in Toronto (especially people searching on dragon boating), All audiences (especially younger people for social media) Year round~$100.00+ annual website costs. Estimate around 85+ hours need for website maintenance in year. Free for social media. $24.95 annually for Flickr account (optional)
Sponsorship and FundraisingOPSDBC-Season-Opener-Party-300x164Sponsorship and fundraising help manage costs and can be applied to the club, events, teams, or paddlers. Sponsorship can be in the form of a team or regatta/event. Fundraising has traditionally been done through selling tickets to a club organized event and selling small items towards keeping costs low for paddlers. Online, Face to Face, Website pages, eventsAll club members, friends/family of members Year roundResult in money ($) collected by the club related to communications activities.


Key Measures

  • Awareness based on communication channel – surveys of members – “How did you hear about the club?”
  • Awareness and effectiveness of material measured using methodology below.
  • Follows in social media and and correspondence generated by promotional events.


  • Registration and End of Year Surveys
  • Email campaign tracking (requires free tools like Mail Chimp)
  • Web analytics on engagement (requires free tools like Google Analytics on website):
    • Time spent on information
    • Bounce Rate
    • Information accessed and their metrics
    • Unique visitors, Referral sources
    • Growth of key metric,
    • Conversion goals (e.g. registration page clicks, payments).

Communications Report from 2012

Web We Built

*Every* website page has been improved Amounts to 85+ hours just for web content development, not including many hours spent reviewing and improving pages after initial publication.
Correspondence & Events regularly done with target audiences.
We’ve published articles promoting dragon boating and monitor websites and hold events which include the dragon boat showcase and panel events for an OPS audiences and reach out to the dragon boat community for joint events and races.
We use multiple media channels to maximize our reach and level of interaction This practice is core to strategic communications and best demonstrated by the Ontario Government and Dragon Boat Canada. Every communication channel including the website, email, OPS intranets, events, Facebook, Twitter, etc. is important to the organization and takes time to develop.

Achievements for 2012 season compared to 2011

  • 20% growth in registrations (counted from team registrations) and member base.
  • 6% growth in revenues based on preliminary calculations from 3rd quarter figures. Note the club is run as a cost recovery organization, so growth in revenues reflects a growth in sales and possibly operating expenses over time.
  • 47.3% of team registrations are from people that hear about the club from web channels (website, social media, intranets) which do not include email.
  • 20% increase in website visits from 1900 to 2300 in the last half of the 2012 season.
  • 70% growth in followers on both Facebook and Twitter from the beginning of the 2012 season to end of 2012 season.
  • 9,400+ people can engage with the club in the club’s Facebook posts.
  • 80 people looked at event photos for Canada Day 2012 on Flickr – almost 50% of the people at the event itself.


Center, A. H., Jackson, P., Smith, S., & Stansberry, F. (2008). Public Relations Practicies. Upper Saddle River: Pearson Education.

OPS Dragon Boat Club. (2011). About Us. Retrieved September 6, 2012, from OPS Dragon Boat Club:

Tung, J. (2012, March 19). OPS Dragon Boaters to Showcase 2012 Programs. Retrieved 07 03, 2012, from OPS Dragon Boat:

Wilcox, D. L., & Cameron, G. T. (2012). Public Relations Strategies and Tactics (10th ed.). Toronto: Pearson Education, Inc.

About this Plan

The plan was written by the OPS Dragon Boat Club communications coordinator Justin Tung in 2012. The plan aims to make future communications for the organization easier by planning common goals/messages, ways to communicate, budgets, schedules, and recording how the club has operated in the past.

It incorporates lessons learned by the club from event planning, writing press releases, website development and operations, social media community management, and good practices in PR, marketing, and communications.

Digital Communications Plan Example

The plan outlines the OPS Dragon Boat Club digital communications for 2012 which is part of the club’s larger integrated marketing and communication planning (IMC plan).

Digital Channelsopsdragonboatclub-Twitter-295x300

The following are suggest channels the club should create for a diversified social media presence

  • Yelp! – create for where the club has an address or will have majority of its practices
  • LinkedIn – create a new company page with the re-branding of the club
  • Foursquare – create general page and locations for where the club has an address or will have majority of its practices
  • Google Places – create for where the club has an address or will have majority of its practices (e.g. Balmy Beach Canoe Club)opsdragonboatclub-geo-location
  • Pinterest – create page for club and boards like paddling technique, practices, regattas, people (paddlers, coaches, etc.)
  • Instagram – Create an account for your biz and upload pictures relating to your store, service, etc – try posting at least once a week and make sure your information on your profile is completely filled out.
  • Google+ Page with general information similar to the website
  • YouTube – create channel to host introduction video of club (contains races, interviews, and dragon boat showcase from OPS Spirit initiative), feeds on videos posted by paddlers, races from regattas

Thanks to Liz Oke for suggesting channels for local businesses to attract customers online.

Website Content

  1. General club information about teams, people, payment, history, practice sites, regattas, training camps, and contact forms.
  2. Early season awareness articles: President’s message, about coaches, about the season and its regattas, training that happened in winter.
  3. Executive minutes, decisions, or info targeted to paddlers (email communications)
  4. Multimedia: video, photos, podcasts
  5. Newsletters
  6. Annual report / Annual general meeting materials
  7. Program promotions (discounts, new teams)
  8. Late articles season: AGM, Winter training
  9. Off season articles: Holiday message, club updates (e.g. we’re working hard on next year’s plan, any feedback is welcome, what does next year look like?)

Use an editorial calendar to plan the timing of these messages.

Digital Assets

Photos and videos from 2002 onwards

Media is stored on a variety of platforms and shared document folders listed below.

  • Official club video showcasing paddlers, interviews with athletes, and club initiatives and competitions.
  • Photos from fundraising, showcase, lunch and learn, AGM, and regatta events.


  • = current club domain, managed in combination with Google Apps
  • = old domain circa 2002 to 2011

Shared Documents

Includes past meeting minutes, photos, and club administration documents.

  • Google Apps account for both domains listed above
  • Shared Dropbox Folder


Oke, L. (2012, November 4). Local Bricks and Mortar Business Listings – some tips on attracting customers online. Retrieved November 30, 2012, from Liz Oke Inc.:

About this Plan

The plan was written by the OPS Dragon Boat Club communications coordinator Justin Tung in 2012. The plan aims to make future communications for the organization easier by planning common goals/messages, ways to communicate, budgets, schedules, and recording how the club has operated in the past.

It incorporates lessons learned by the club from event planning, writing press releases, website development and operations, social media community management, and good practices in PR, marketing, and communications.

Digital Advertising Reaching Canadians and Americans

Bruce County Adventure Passport Ad Collage

Bruce County Adventure Passport Ad Collage

Google AdWords campaign for Bruce County Tourism with ad creation and layout using tourism photos.

Work Included: Google AdWords campaign, Search Engine Marketing, Digitial marketing planning, Google Analytics analysis, Recommendations for Search Engine Optimization

Advertising Formats: Text, image, moving banners, video and YouTube

Google AdWords Campaign Strategy and Results Example

Below is a Google AdWords campaign strategy and post-campaign report for a Search Engine Marketing (SEM) campaign for the Canadian Women’s Hockey League.

The AdWords marketing campaign was planned and done by a team I was in for the Google Online Marketing Challenge and also as part of a web marketing class at the University of Toronto taught by Michelle Pellettier.

Canadian Women’s Hockey League

Google AdWords Pre-Campaign Strategy

Client profile

  • The Canadian Womenʼs Hockey League (CWHL) was established in May 2007 and considers itself to be a premier professional female oriented hockey league as many of the athletes also play at the Olympic level.
  • Five North American teams from Boston, Brampton, Burlington, Montreal and Toronto participate in the league and strive to win its annual Clarkson Cup Championship event that will be the focus of this challenge.
  • Event that will be promoted in the Google Ad Campaign is the 2011 Clarkson Cup Championship runs from March 24-27, 2011 at the Barrie Molson Centre in Barrie, Ontario.

Market analysis

  • The CWHL resides in the broader market of hockey leagues for top players and specifically, leagues for women in North America.
  • The CWHL’s main product is entertainment through hockey games and revenue is in the form of ticket sales for hockey fans of all ages.
  • CWHL marketing is mostly online initiatives with teams employing community outreach. is the main marketing vehicle that encompasses game reviews, news, schedules, scores, up-to-date statistics and team pages which together provide fans direct access to the league.

Proposed AdWords Strategy

Number of Ad Groups and the focus for each Ad Group

  • Four Ad Groups will be used to start, focusing on ticket sales, event timing, players, and location.
  • More Ad Groups will be incorporated once key word popularity and quality score data is available to analyze.

Keywords, Negative Keywords, Target Audience Settings and Geotargeting

  • Since “Clarkson Cup” is practically a non-active key word, generic hockey related keywords will be used so that the ad is posted to users looking for hockey related information.
  • Searches by geography are relevant since potential ticket buyers would likely be associating their search with certain cities due to their travel plans or place of residence.
  • Searches by date may be relevant to users so the month “March” should also be included as a keyword.
  • Additionally, the names of certain current star athletes in the League will be included as key words.

Campaign settings

  • The daily spending plan for the campaign is to spend more or less evenly throughout the week unless initial analysis
  • Only display the ads for Search, not Network.
  • Optimizing for clicks (default) will be used with automatic bidding

Goals for impressions, clicks, CPC and CTR

  • Will be talked about in Campaign Overview

Google Ads Campaign for Clarkson Cup Championship Event

Executive Summary

1. Campaign Overview (Major Goals)

  • The Adwords campaign was designed to increase ticket sales for the Canadian Women’s Hockey League (CWHL) flagship event
  • The Clarkson Cup Championship took place March 24-27 at the Barrie Molson Centre.
  • Strategic goals were set:
  1. target a CTR of between 1-2% with a CPC of 5-10 cents;
  2. Have the CWHL box office monitor ticket sales influenced by web leads and estimate a conversion rate since tickets could not be purchased directly online but rather by telephone or in-person at the box office;
  3. Use 100% of the budget but not all of it before the Clarkson Cup i.e. put a higher budget allowance on the days immediately preceeding the Clarkson Cup but allow for allocation of the budget for days after the Clarkson Cup since there could be web site interest generated as a result of off-line publicity that would benefit the league.

The strategies used to obtain these goals are as outlined below:

A) Targeted adword groups were established.
B) Keywords in each ad group were adjusted regularly based on performance.
C) Key word bidding was initially done manually then switched to automatic bidding.
D) Ad copy was revised frequently in order to experiment with the success of certain wording in generating hype and interest.

2. Operational Details/Campaign Strategy Evolution

The ads belonged to the following 5 ad groups that targeted audiences with different interests:

  • Unbeatable Prices – cheap hockey tickets
  • Scotiabank Sponsored Hockey – sponsors, social responsibilty
  • CWHL Elite Players – professional female hockey players
  • CWHL Women’s Hockey Action – women’s hockey games
  • Barrie Molson Centre Games – hockey games in the geo-location.
  • More focused keywords were determined by adding more complex phrases, using Google suggested keywords and from keyword tool searches. The keyword type was also reviewed
  • Continuous monitoring resulted in the realization that the ad copies should be enhanced to create urgency and excitement.
  • The budget was again increased several times through the campaign and event time.
  • With an aim to further heighten excitement and urgency a new ad featuring the 2 teams that made it to the championship match to be played the next day was prepared and called “Championship Match”.
  • After the championship match the final ad aptly named “Championship Results” was created with a focus on the results and used the names of players especially of the two final teams as keywords.
  • Ultimately, these changes increased the number of total clicks and impressions and ensured that the $200 budget was spent.

3. Key Results

Figure P1 is a graph shows the number of clicks and impressions during the campaign.
AdWords timeline for clicks and impressions
  • The initial campaign had almost no impressions and money spent.
  • Optimization efforts resulted in more clicks, impressions, and more money spent per day leading up to the CWHL event on March 24-27
Key metrics of the campaign
Total Impressions Clicks CTR Avg. CPC Avg. Pos.
2,125,296 for Search and Display network 337 0.02% US$0.51 2.2
10,278 for Search only 130 1.26% US$0.65 2.7
  • The display network created many impressions, but had a poor CTR compared to search.
  • Each ad group had strengths which are bolded in blue below.

Ad Group Name / Ad

Target Audience interests




Avg. CPC

Avg Pos.

Unbeatable prices
Affordable Hockey
4-day weekend women’s hockey action
Buy Clarkson Cup tickets from $10!
Ticket buying 27 399,555 0.01 US$0.62 2.2
Scotiabank Sponsored Hockey
Scotiabank Hockey
Exciting Clarkson Cup 2011
March 24th – 27th, Barrie Ontario
Social responsibility, sponsors 72 437,421 0.02 US$0.62 1.8
CWHL Elite Players
Women’s Hockey Olympians
See Elite Players in Women’s Hockey
This Weekend Only! March 26-27
Female hockey players / Olympians 78 404,324 0.02 US$0.69 2.1
CWHL – Women’s Hockey Action
Women’s Hockey Action
Get tickets now! Low prices $10-$25
Call 705 739 4220 ext 4617
Women’s Hockey League games 30 294,341 0.01 US$0.60 2.3
Championship Results
Barrie Molson Centre
MTL defeats TOR 5-0 for hockey cup.
View all championship stats here!
After event results 56 466,896 0.01 US$0.52 2.5
Championship Match
Barrie Molson Centre
Who will rule the ice? TOR vs MON
Today @ 1pm, Buy tickets only $15!
Event matches and tickets 19 118,800 0.02 US$0.47 2.2
Barrie Molson Centre Games
Barrie Molson Centre
Hockey fun for the whole family
Women’s Hockey Championship – $10
Hockey games in Geo. location 55 3,959 1.39 US$0.53 3.7
  • The tickets, women’s hockey, event results, and sponsorship ad groups generated a large number of impressions.
  • The geo-location ad group performed significantly better than other ad groups in CTR.
  • The sponsorship and female hockey player ad groups both performed well in generating impressions and driving traffic to the landing page.
Figure P2 is a graph showing campaign costs and clicks during later part of campaign (March 22 – April 2, 2011).
AdWords timeline for clicks and cost


  • Keywords that were the most effective involved the geographical location of the event promoted by the campaign combined with women’s hockey phrases.
  • Names of some hockey players and Scotiabank sponsor produced good CTRs.
  • The ineffective keywords were similar to the top performing ones (some hockey player names), but were usually less relevant to the event or were less popular variations of the effective keywords.


  • A total of 139 keywords were used over the course of the campaign but the top 10 performing took the bulk of the impressions:
  • (i) [Barrie Molson Centre Tickets]
  • (ii) Toronto Women’s hockey
  • (iii) “Clarkson Cup tickets”
  • (iv) “Barrie Molson Centre Events”
  • (v) [Barrie Molson Center]
  • (vi) [Barrie Molson Centre Events]
  • (vii) [Barrie Molson Center]
  • (viii) [Barrie Molson Centre]
  • (ix) Kim St. Pierre
  • (x) Canadian Female hockey

Learning from Results

  • The large number of impressions and respectable number of clicks for the campaign was a success for a growing market for hockey game tickets for the CWHL.
  • Optimizations described above met with expected results and immediately boosted impressions and clicks.
  • One failure was to obtain sufficient data in the first couple weeks of the campaign due to tight restrictions on the budget and CPC.

4. Conclusions

  • This was the first time a campaign such as this was carried out, therefore it is not possible to compare this year’s results with those of previous years.
  • The campaign results were within the client’s expectations and will serve as a basis for future SEO campaigns, which according to the CWHL leadership, is a worthy outcome.
  • The most effective way to leverage an online/SEO campaign would be to “sell” the product or service online; in this case, ticket sales.
  • Since numbers demonstrate a peak in impressions and CTRs during the even -> search engine marketing is influenced by other external elements of the marketing mix, such as PR (news media), advertising, social media, and the proximity of the event.
  • Keywords and ad copy should be adjusted and/or changed, in order to reflect what is happening in overall marketing and media.
  • The geographic location ad group had a significantly higher CTR than other groups, which demonstrates that the local geographical campaign should be a focus point of any future marketing plans for this league.

5. Future Recommendations

  • Tickets can be sold online directly on CWHL’s website or CWHL can partner with a ticket provider such as Ticketmaster.CWHL Montreal and Brampton game with players on ice
  • The online sale of tickets will make it easier to calculate conversion rates, create convenience for fans and ad copies can improve.
  • Creation of a competition to win free tickets to lure fans and peak the interest of undecided persons who may be contemplating on attending a game.
  • Offline advertising for the competition and the event in general via community notices and/or paid ads on local radio and TV stations and on public transportation
  • Deal on landing page -> “buy weekend package get 1 game free”. This deal can be used as a very effective call to action in a future ad.
  • The premier cup sponsor, Scotiabank, was a focus of the team’s AdWords campaign; however, ads featuring secondary sponsors such as Bauer, The City of Barrie can also increase the number of impressions and clicks
  • Installation and use of Google Analytics can also be considered. Valuable data such as keywords derived from traffic sources can be collected from this tool and used to streamline both online and offline marketing campaigns inclusive of Google AdWords.
  • Campaign performance details, on-site visitor behaviour, ad conversion rates and landing page performance all generated by Google Analytics can help in the decision making process during a Google AdWords marketing campaign.

Learning Component

1. Learning objectives and outcomes

We hoped to learn:

  • how to conduct a Google Ad Words campaign
  • learn the tools involved
  • how to gain impressions and drive traffic to our client’s website
We succeeded in those learning goals, but feel more can be learned from observing campaign progression and optimization of ad groups and campaign settings.

2. Group dynamics

To balance team responsibilities later in the campaign, we found it easier to distribute ad groups to people and have them optimize the keywords and ads in them. Also, two leads would handle new ad group creation and campaign settings like budget and ad serving.

3. Client dynamics

  • The initial part of campaign was unexpected when the daily budget and CPC was set low to generate enough impressions and clicks to give meaningful feedback on campaign performance.
  • Later part of the campaign had an expected outcome of the growth of clicks and impressions with campaign settings optimizations.

4. Future recommendations

  • The team would choose to obtain initial feedback on the campaign through clicks and impressions from the Google Ad Words metrics by setting higher daily budgets and more geographical locations and then optimize based on that data.