Unified marketing voice recommended for Island

Consultants tout Manitoulin Living as promotional conduit

by Michael Erskine

MINDEMOYA-A hostile atmosphere greeted the release of a study on the joint marketing of Manitoulin Island-commissioned by Manitoulin Living on behalf of a management team made up of a select group of Manitoulin Island stakeholders-with private stakeholder Owen Legge going so far as to tell consultants Patricia Forrest, president of Forest Marketing and Communication, and Douglass Legg, Western Canada director of Malone Given Parsons Ltd, that their study "sucked." But by the end of discussion a more conciliatory and co-operative tone had settled into place with Mr. Legge mollifying his initial remarks.

It was clear from the commentary by the vast majority of those responding to the study that there was dissatisfaction with the scope and methodology of the research underpinning the consultants' report. The presenters appeared to be somewhat shaken by the initial reaction to their presentation, whose key recommendation was the creation of a single marketing entity for Manitoulin Island to promote a unified brand for the region. That entity, they suggested, should be under an expanded Manitoulin Living.

The consultants had based their findings on consultations with a group of 28 representatives of key players in the marketing and funding arena, including various Island municipalities, the Manitoulin Tourism Association, the Manitoulin Chamber of Commerce, the Ontario Ministry of Tourism, FedNor, the Ministry of Northern Development and Mines, LAMBAC, Experience Manitoulin, the Great Spirit Circle Trail, the North Channel Marina Tourism Council, Rainbow Country Tourism, the Manitoulin Branding Association, the Manitoulin Farmers' Markets Association, and an economic development officer for Prince Edward County.

The consultants explained that under the terms of their agreement with the management group they were limited to contacting the list of representatives given to them by the management committee and by the amount of funding resources available to complete the study.

Prior to the presentation, Mr. Legge took the opportunity of the presence of so many Island stakeholders to highlight the many improvements to the Mindemoya Curling Club facility, where the presentation was taking place. The desirability of the location as a meeting place for events has been significantly enhanced by the newly built and expanded facilities and Mr. Legge's presentation was met with good humour, particularly as the venue was provided for the meeting at no charge.

Manitoulin Living vice-president Jeff Wahl then greeted the attendees on behalf of the management group and introduced the consultants.

Ms. Forest pointed out that the Island is currently being marketed by a wide and diverse number of groups acting largely in self-contained 'silos.' Those groups currently are working in the areas of tourism, Island products, business relocation, retirees, providing member services and attracting young families to settle in the region. In addition to these groups, a wide range of private companies are also marketing the area. These diverse interests have resulted in a highly fractured and confusing hodgepodge of messages going out to the world.

The plethora of different websites, logos, and messages, noted Ms. Forest, has resulted in "marketing clutter" with the ultimate result of "confusion for the consumer and an ineffective use of existing resources."

Ms. Forrest went on to outline the experience of both her own firm and that of Mr. Legg as being a veteran team with considerable expertise in organizational issues and she noted that the project got underway in January of 2009.

The objectives of the study were to consult with marketing stakeholders who wish to develop a more collaborative approach to marketing Manitoulin Island; to develop options for collaboration which would achieve those ends; and to recommend the most viable options.

The study was composed of three phases: stakeholder consultations; key informant interviews; and a review of other jurisdictions and their best practices. As part of the methodology, stakeholder questionnaires were sent out and Ms. Forest noted that there was a good response from those contacted to participate.

The consultants found that there were three major marketing organizations for the Island, those being the Manitoulin Tourism Association, the Manitoulin Chamber of Commerce, and Manitoulin Living. In addition to these three there are numerous other organizations engaged in marketing the Island including at least three-LAMBAC, the Great Spirit Circle Trail, and the Rainbow Country Travel Association-whose focus encompasses a much larger geographic area than just Manitoulin, as well as smaller more specific groups like the Manitoulin Farmers' Markets Association.

Their findings were that, among those consulted, a general agreement existed that current marketing efforts leave a lot to be desired. "We found total agreement that the existing model is not effective," said Ms. Forrest.

The messages they got were that there is general recognition of the need for one brand, one message, and one website (portal); that consensus exists for one umbrella organization based on the not-for-profit model; and a desire to have others become a part of umbrella organization. But they also found that no consensus on which organization should become an umbrella marketing agency existed.

Despite that lack of consensus, however, the consultants found that there was a general agreement that amalgamation should go ahead. "We received a strong message on the need to move the process forward no matter how many existing groups got on board," noted Ms. Forrest. "We can't stop now."

From the funders' perspective, the consultants found that those agencies want to see more partnering and collaboration among Island marketing interests and that they believe the current situation should not continue. A particularly key element in the funders' perspective was the desire to see municipal partners assisting with funding.

The key issues identified by the consultants were issues of funding, leadership, branding and market-readiness. A lack of consistent funding was a strong detriment to accomplishing a branding goal for Manitoulin, with members' contributions falling short of what is needed to meet the objective.

Chamber of Commerce president Claude Proulx emphasized that point, noting that so much of the chamber's time and resources were spent on collecting membership dues that little was left over to provide services and support to members. This realization, he noted, played a key role in changing his own initial reaction to the report's recommendations.

But he strongly cautioned against subsuming too much of the individual organization's roles into the umbrella entity. "If we don't provide that voice someone else will step into the void to provide it," he said.

On the question of leadership, the consultants cited the history as told to them, that the Manitoulin Tourism Association has a track record of not collaborating with other organizations. MTA board member Rick McCutcheon provided a brief synopsis of recent collaboration issues and suggested that the perception the consultants had of the MTA's willingness to work together with other organizations was not accurate. He also questioned the lack of private sector input into the study, particularly from those with significant experience and expertise in the tourism sector.

The consultants countered that the study encompassed much more than simply the tourism industry, which prompted Mr. Legge to counter in turn that for all intents there were no businesses on Manitoulin that were not in some way connected with tourism.

The consultants explained that the decision to recommend Manitoulin Living as the umbrella organization (although not necessarily with that name) included assessments of each organization's mandate, efficiency, leadership, credibility, marketing tools, alignment, track record, accountability, teamwork, funding, and support. By assigning a value scale to each of these criteria, they said, Manitoulin Living came out with the highest score.

Some difficulty with the scoring was highlighted by several facts: Manitoulin Living's funding runs out this year, the organization currently has only one temporary employee working on a job creation project, and the main full-time employee would be leaving the organization the day after the report was delivered.

Mr. Wahl pointed out that his organization would still have 'access' to the employee who is leaving and that they could call on his expertise and skills on a more ad hoc basis, so that his expertise was not being entirely lost.

The consultants provided four options under the heading of 'Three Options,' explaining that the option of expanding the Manitoulin Tourism Association's mandate was added back onto the slide presentation in consideration of highlighting the fact that the consultants had considered that option. A key component in the evaluation, however, had to be the ability to garner support from the other players. "If there is no support, it won't work," noted the consultant, Mr. Legg.

The final recommendations were to expand the mandate of Manitoulin Living and merge other organizations into Manitoulin Living; to undertake a branding exercise to determine the appropriate name and positioning statement for the organization; to undertake the Premier-Ranked Tourist Destinations process to inventory and assess Manitoulin Islands' assets and attributes (this, explained the consultants, was a system being promoted as part of the Ontario government's tourism initiative); and to develop an Island-wide marketing strategy and plan based on the outcomes and recommendations of the aforementioned branding exercise and the Premier-Ranked Tourist Destinations process.

Although it was too early in the process to propose a realistic budget and sources of revenue, the consultants did provide some 'guestimates,' which they cautioned were very preliminary in scope. Those guesses included a $50,000 buy-in from Island municipalities, a $30,000 buy-in from memberships in the marketing strategy organization (either through direct memberships or as a component of membership fees of the groups under the umbrella), $10,000 from advertising sales, $20,000 from event management fees, as well as $10,000 from corporate sponsorships. Two other funding resources were listed as adding a dollar to the cost of travelling on the ferry and an accommodation fee (which the consultants noted is less likely now in view of the province's plans to impose a universal fee).

On the budget side, the four-year projection starts at $572,000 in 2010/2011 and drops to $410,000 by 2013/2014. The premier-ranked process is a two-shot cost estimated at $50,000 the first year and $75,000 the second, the web-portal cost of $25,000 is one-shot, as is the $75,000 tag for rebranding, while signage and office expenses drop significantly after the initial startup. Costs for salaries and benefits are slated to rise moderately over time.

In the discussion which followed the presentation MTA president Al Douglass stated that he regretted the approach taken by the consultants in their report, noting that it tended to exacerbate division when what is needed is the bringing together of the various groups that need to be at the table.

Support for the co-operative model used by Prince Edward County was also voiced, but the consultants said that although the virtual volunteer model had a lot of positive aspect, time is of the essence in this instance and volunteer collaborations take many years to develop and that there needs to be a driving personality pushing the concept forward.

Mr. Wahl said that the report will be made available to the public for review.

The reaction of municipal representatives at the meeting to the prospect of an umbrella organization seeking municipal funding for branding and marketing of Manitoulin could be summed up by the reaction of Northeast Town Mayor Jim Stringer: "That would depend a lot on what it is they are asking for and what we would be getting in return."

As the meeting drew to a close the consensus was that the report was a first step in a process and that no-one was walking away from the table. "It is early yet," said Mr. Douglass. "There is nothing written in stone here."

It was plainly evident that the idea of turning over individual group autonomy to Manitoulin Living as an umbrella organization was not universally popular. However, approval of the concept of group marketing, of working together to promote the Manitoulin brand, as well as some pooling of resources did hold a general consensus.

While words of an anonymous member of the management team contained in the report may sum up the closest thing to a consensus in the room-"We need to get this done. There has been too much talk and not enough action"-it is clear there is a lot more talking to take place before a unified approach to marketing Manitoulin will have a buy-in from all of the major players.

"We have given you our assessment, as we were asked to do," said Mr. Legg. "What you decide to do with it is up to you."

Finance specialist says businesses on

Manitoulin should weather downturn in world economy

by Margo Little

M'CHIGEENG-No one individual has a crystal ball to glimpse into the future in uncertain times, but finance wizard Denis Castonguay isn't afraid to make some bold predictions. The Sudbury-based commerce and computer expert delivered an upbeat message to 25 members of the Manitoulin Chamber of Commerce and a few guests on March 27.

Although the broadcast and print media trumpet news of "soaring" bankruptcies and "plunging" stocks daily, Mr. Castonguay urged his listeners not to "get too caught up in the hype that says the sky is falling." He acknowledged that TV and newspapers are hammering home the message that "the whole world is falling apart," but he is certain the economy can rebound.

During his presentation at Abby's Restaurant in M'Chigeeng, the financial analyst touched upon some of the "gloom and doom" scenarios headlined across the United States. Canadian business owners have watched nervously as many American banks have been declared insolvent and forced to beg for government bailouts.

"Now we are seeing a credit crunch," he said. "There has been a meltdown in the real-estate market and a lot of people who couldn't afford their mortgages are defaulting. This has led to bank foreclosures and credit is much more difficult to obtain now."

He pointed out that consumer confidence has been shaken and people are much more cautious with their money. It is common for some small businesses to delay paying their bills, so that has a ripple effect with suppliers. In the past, getting credit wasn't a big problem for most enterprises, but now with sales down, banks are skittish about approving lines of credit.

"Undoubtedly, the party is over for some people," he commented. "Today a lot of families are in trouble. A lot of Americans lived on easy credit and now the reality is sinking in. People are ending up with huge debts."

But, despite what he calls "a huge mess" south of the border, Mr. Castonguay assured the Chamber gathering that Canada is a good place to live.

"Sure, the whole world is shaken up financially, and the big boys are collapsing," he said. "But in chaos comes huge opportunities. Even though the world is chaotic, there are places to put your money."

In his view, Canada remains a good country, with political stability, relatively solvent banks and a manageable inflation rate. For now, Canadians have been spared the specter of food riots and the backlash caused by massive layoffs in the manufacturing sector.

"Certainly there are challenges," he confirmed. "However, people have to be more entrepreneurial and aggressive in order to move forward."

He suggested that Manitoulin businesses might be well positioned to weather even chaotic times. Since Canada is a stable nation, it can still draw global tourists. And people in isolated areas can still sell over the Internet and reach markets unheard of in the past.

In addition, Island entrepreneurs can take advantage of economies of scale and join forces with others to share the costs of marketing and distribution. "You can still distinguish yourself and achieve a competitive advantage. The uniqueness of the area can benefit you," he said. "The key is to stress the contrast between yourself and the Wal-Mart stuff. Find the markets that are there and go for it."

He expects to see consumers desert the big-box stores in droves as the public becomes more supportive of the grow-local, buy-local and eat-local movements. "The value that people place on health is getting higher and people are starting to put a huge value on consuming organic products," he noted. "More and more people are wanting locally grown produce in order to save wear and tear on the environment."

There are some universal rules governing all businesses at the moment, according to Mr. Castonguay. Owners have to remember that "credit history is king" and that it will get harder to get credit.

"We're now into a world where credit history is really important," he stressed. "Your past credit history predicts your future behaviour. Banks are in a world of pain right now, so there are certain things they look at in deciding on credit worthiness. If you want credit, you have to get this right."

He cautions businesses to make sure they keep their balances low and don't overextend themselves. They also have to make sure they don't miss any payments and that account books are professionally organized. Agencies such as Equifax and Dun and Bradstreet scrutinize company activities, so it is crucial to be aware of the rules of the credit game. In fact, people should check their credit scores every six months, he recommended.

Overall, there's some good economic news if people look for it, he said. For instance, governments will be spending on bridges, roads and other infrastructure in the next three years. Sales in asphalt, gravel and related equipment will increase.

And for those looking to go in bold new directions, he is particularly bullish on energy products such as geothermal conversion systems.

"Don't leave here scared," he concluded. "The reality is that if you are doing well and don't have a huge burden of debt, you'll be okay. My personal outlook is that in about one or two years we'll get out of this mess."

Electronics/electrical recycling plan

coming to Manitoulin this summer

by Lindsay Kelly

MANITOULIN-Got an archaic computer in your closet that's been collecting dust? Or maybe that 1980s-era television in your rec room has finally died? If, like many other Ontarians, you have old electronics and electrical equipment that you no longer use hanging around your home, but you are reluctant to toss it into the landfill, a promising new solution is on the horizon.

This summer, the LaCloche-Manitoulin Business Assistance Corporation (LAMBAC) will organize a one-day collection of waste electrical and electronic equipment (WEEE), during which Island residents will be able to drop off their items at identified depots, and the waste will be transported away for recycling.

"Hopefully we'll be able to get this stuff out of our garages, homes, spare rooms, and other areas where it's hiding," LAMBAC's economic development officer John Foster said.

The proposal was born out of LAMBAC's original plan to lobby for a WEEE recycling facility to be constructed in the Manitoulin-Espanola-North Shore area. In 2007, Waste Diversion Ontario announced it would implement an industry-funded waste diversion strategy for electronic devices and electrical equipment, including computers, televisions, fax machines, and anything else that has an electronic chip.

The strategy will include the development of electronic waste recycling plants across the province, and LAMBAC had lobbied for a facility for Northern Ontario. Unfortunately, the organization was not successful in its bid to host a facility, Mr. Foster noted, but instead alighted on the idea of an annual collection that would still allow for the safe disposal of WEEE items.

Ontario currently diverts only 1 percent of its waste from landfills, and with rapidly changing technology, the amount of WEEE is becoming a huge problem. For example, harmful materials such as lead, chromium, cadmium, and mercury are used in the manufacture of computers, and those chemicals can leak into the groundwater when computers are thrown in with regular garbage.

As part of the plan, Manitoulin Transport was successful in getting a contract from Ontario Electronic Stewardship (OES)-a not-for-profit organization formed by leading retail, information technology and consumer electronic companies to implement the WEEE plan-to move product from the area. LAMBAC is working with three townships-the Northeast Town, Central Manitoulin, and Gore Bay-to organize the first, and hopefully annual, one-day electronics waste diversion day.

The organization is aiming to hold the collection day on July 18-the same day that both Central Manitoulin and the Northeast Town hold their hazardous waste collection days-but confirmation of that date awaits word on when the contractor is available.

"We're working on that right now," Mr. Foster said. "We're waiting for the OES to let us know who the contractor will be."

There will likely be a nominal charge to the municipalities for taking the material, but LAMBAC is also looking at the possibility of providing some kind of remuneration for municipalities for taking the items, he added.

The LAMBAC plan is timely, since the of Ontario Electronic Stewardship's Waste Electrical and Electronics Equipment (WEEE) Plan, which will be implemented in two phases, just came into effect on April 1.

During the first part of the plan, items such as desktop and portable computers, computer peripherals, monitors, televisions, and printing devices will be accepted.

Rollout of the second phase of the program is still under development, but it is expected that a wider range of items will be accepted. These might include modems, telephones and their accessories, cell phones, audio and video players, radios, receivers, speakers, turntables, video recorders, and personal hand-held computers.

Details about the WEEE collection day still have to be finalized, but LAMBAC is hopeful that the collection day plan will include communities from outside the municipalities designated for a drop-off depot.

Ideally, Mr. Foster said, the three designated municipalities would accept WEEE items from the First Nations located nearby, as well as other municipalities across the Island.

"It would be really nice if those three communities opened it up to all the Island residents and allowed them to drop off their waste at one of the three locations," he said.

He has made a recommendation to that effect to the three municipalities, suggesting that it be discussed at council level, and that it also be discussed at the next Island-Wide Waste Management Committee meeting.

In the meantime, Mr. Foster is remaining optimistic that the July date will go ahead as planned, since LAMBAC put in their request as soon as possible. "I put in our request more or less on the start date, which was March 31, so I'm hoping we get first dibs on it," he said.

He said OES, with whom he has been corresponding on the Manitoulin plan, is keen to kickstart an effective WEEE recycling program in areas like Manitoulin, because success in similar communities would do well as an example to show that WEEE programs can function effectively in the North.

More information about the collection day will be provided as details emerge, but Mr. Foster is eager to get the word out and encourage as much participation as possible.

"I'm hoping we can get the schools involved, get businesses involved and really hype it up so we can get this stuff out of here," he said.

Bidwell stonemason champions natural building

Institute will host apprenticeship program for cold-climate construction methods

by Heather Pennie

BIDWELL-Living a more natural lifestyle has become a worldwide movement. As buzz words like "green," "eco-friendly," and "organic" are bandied about, it's sometimes difficult to remember that natural living is something that has been around forever.

Gino Cacciotti, who lives simply in an old schoolhouse on the Bidwell Road, a few kilometres away from the town of Manitowaning, believes this very deeply. He has no telephone line, no hydro electricity, and the only running water comes from a spring and a hand pump on the property. He uses found materials for building, such as in the creation of a tire wall on the property, constructed with existing old tires from his acreage.

Mr. Cacciotti explains that, in the past, people used what they had. "Living naturally is about not extending yourself," he says. "Make things a little more easy on yourself."

Rather than making numerous trips to the lumberyard, for example, people can find items which are readily available, such as old timbers, and use those items as building materials. Or, as in Mr. Cacciotti's case, take an old coal shed, which was found on his property, and rebuild it. The building has now been repurposed as an outhouse.

Certainly generations before us lived by this credo, particularly on Manitoulin where certain materials and supplies may not have always been readily available, due to the relative isolation here on the Island. "We just all forgot about it in the name of progress," Mr. Cacciotti says.

He feels that he hasn't started anything new, but rather, is "reworking the proven from the past." He sees himself as a messenger.

In order to help deliver his message, he has founded the Natural Building Institute of Ontario (NBIO). The institute's testing and research facility is actually located in his Bidwell home and the adjacent property.

Originally from Sudbury, Ontario, Mr. Cacciotti has always had ties to Manitoulin. His parents had a house in Ice Lake, and he had been a frequent visitor to the Island. Five years ago, he made Manitoulin his permanent home.

When queried as to what factored into his decision to settle on Manitoulin, Mr. Cacciotti had a simple answer: "I can live freely. There are not a lot of confinements, either social or physical."

Natural building seems to be a logical progression for Mr. Cacciotti. Twenty-five years ago he began working as an apprentice with a stonemason. He became a traditional stonemason, which means building one's own tools, and creating without the use of mechanical tools such as in the cutting of stone.

Mr. Cacciotti has gone on to travel the world in his work as a mason. "In many parts of the world they use natural materials for building because that's what is available," he explains.

In Morocco, he was a part of a rebuild project after a flash flood. An adobe block press was put into service there to utilize local materials in the creation of about 3.7 million adobe blocks.

This very same block press, which Mr. Cacciotti later rescued from the Texas Natural Institute, currently sits on his home site, amidst various projects and devices which are currently undergoing the rigorous test of the Canadian four seasons.

Other articles about the property include an outdoor earthen oven, a parabolic hot water heater, and stacks of logs that are drying to later become a part of cordwall building projects.

These future cordwall buildings are to be a component of a unique program taking place this summer. The Natural Building Institute of Ontario is soon to be host to the first apprenticeship program of its kind-one that specializes in natural building in cold weather climates.

On the NBIO's website, www.naturalbuildinginstitute.com, it is explained that within the eight-week program, participants will learn both basic and advanced natural building techniques and methods specifically geared to cold weather climates-in practice and theory-and will leave with advanced knowledge of natural building.

The final product of the apprenticeship will be a complete structure, which is to serve as a recreation building for institute apprentices, including a sauna and relaxation area. The source of cordwall material for this construction will be logs from an old sawmill that have been salvaged, which is in the nature of the project: using materials which are already available.

The scope of this ground-breaking program goes beyond just building, however. Portions of the course will be taught by various experts in their fields. Woodlot management, adobe block making, solar and wind power systems, wood energy technology, chain saw handling, and even a health and nutrition component are all part of the course curriculum.

Participants in the program come from all walks of life, including retirees looking to do a little better for themselves in the way of living through best practices, and those who are "done with the rat race." Currently, there are a few apprentice spots available in this program, and also, anyone wishing to participate in portions of the program may contact Mr. Cacciotti through his website.

The message that he hopes to deliver through this apprenticeship approach is one of best practice. "I'm showing people how to do it for themselves," he says. "Natural building is within everyone's ability. Everyone can spread a little clay around."

Make no mistake, in spite of his beliefs and views, Mr. Cacciotti is not an extremist. "I am not a purist," states Mr. Cacciotti. "I try for best practice. Try to do the best you can-conserve a little."

As a teacher of his craft and lifestyle, this is a man who does not just talk the talk.

Not only is he a master of stone and an instructor of natural building arts, but he also produces organically grown garlic, which he then wholesales. He grows his own vegetables, and then barters with other local growers for food that he does not cultivate in his own gardens.

He also believes in community and the coming together of people. For the duration of his apprenticeship course this summer, there will be a lot of activity on-site. People stopping in to ask questions are encouraged.

Mr. Cacciotti also has plans to welcome the community for a "garlic field day." He will be hosting a "pick your own garlic greens" event in July, possibly complete with home-baked garlic bread fresh from his outdoor oven.

The idea behind this event is to help raise awareness of his philosophy of best practice. He feels that even if this means simply turning off the tap at home, that is a good start.

"Start at home, take care of yourselves," he advises, suggesting we can each take our own small steps towards living naturally. "You don't need to go out and save the planet."
 

EDITORIAL
 

United effort critical to meet marketing challenge

When it comes to operating a business on Manitoulin Island our community has one thing in common with New York City-if you can make it here you can make it anywhere.

The lineup of challenges arrayed against the business owner may vary from season to season, but the length of that line rarely diminishes.

The threat of ever diminishing water levels has abated slightly with news of a one-foot rise in the Great Lakes this past year, and fuel prices, although remaining high, have at least stopped their meteoric ascent to stratospheric new heights with each passing month. But the new challenge of a global economic gloom is gripping the world outside our shores and, the Pollyanna-esque predictions of our current federal government notwithstanding, the opening of the damper fanning the fires of economic advancement will likely be a long time coming.

Not everything suggests that we are facing a local economic Armageddon, however. Manitoulin Island has a tremendous set of advantages heading into this latest economic maelstrom. Most Island businesses have been tempered in the fires of economic adversity through generations, and this in turn has bred a very hardy stock of entrepreneurs.

The waters of the Georgian Bay region are world-renowned and our accommodation industry is quite modestly priced and accessible. The four-laning of Highway 69 is closing the distance to large potential markets to the south of us more with each passing season.

We have a strong core of summer residents whose yearly migration to our shores spans generations within families-the current generation returning each year to summer homes whose cornerstones were often laid by their grandparents and great-grandparents.

We have significant markets within an easy day's drive and through innovative and consistent brand marketing we can attract those vacationers who will be looking to stretch their diminishing dollars by staying closer to home. Once they have experienced what Manitoulin has to offer, many will be drawn back year after year.

As marketing maven Terry O'Reilly's outstanding CBC radio program The Age of Persuasion recently pointed out, the most successful brands coming out of economic downturns are those which continue to market their product and who use the opportunity of a diminished clamour in the marketplace to heighten awareness of their brand.

The Manitoulin Island community has consistently shown its ability to come together when faced with adversity, and through co-operation and teamwork we can turn a potential catastrophe into a game-winning advantage. By working together we can continue to build a solid and sustainable local economy and market our communities' offerings to our global neighbours both near and far.

Interesting times are not made for the faint of heart, but with bold leadership from the private and public sectors and the coming together of the entire community to promote a common vision and Manitoulin brand, we will do much more than survive-we will thrive.

Letters to the Editor

News access plan presented by heritage minister "comic relief"

Living in the North brings additional challenges to news gathering

To the Expositor:

The following letter was originally sent to Kathleen Petty, host of The House on CBC radio, and is reprinted here at the request of the author.

Dear Kathleen,

Thank you for the comic relief provided by Heritage Minister James Moore on the subject of access to news in the North. It seems all we have to do is use modern technologies. Who knew?

For his information:

1. I live in Northern Ontario and still have only dial-up service.

2. Because of this, I have to pay for two phone lines; otherwise our phone is tied up when we are online.

3. Many people in the North cannot afford one phone line, much less two, much less the hardware and software required to get on the net.

4. Even if Mr. Moore is prepared to provide all of this to every Northerner, unless we have the journalists to cover our regional news up here, guess what news we will be getting off the net: the latest gang-slaying in Toronto; the election campaign in the Beaches; the never-ending budget problems in Toronto. And so on.

Let's get serious about our media and especially the CBC. We rely upon CBC Radio from Sudbury for all of our news, both when we are at home and abroad (via the net!). Mr. Moore cannot be serious in suggesting that the cuts up here will not destroy our ability to know what is going on in our back yard.

By the way, we do have an award-winning, privately owned small newspaper (The Expositor) which does a masterful job of reporting our local news. It does not use wire stories and provides impeccable journalism. However, it sensibly does not go beyond the local to the regional, and we all need this additional regional information. CBC is the only provider in which we have any confidence.

Thanks. Oh, and by the way, would you enter me into your Beat the House? It is Kimberly Rivera, who is a war resister from the USA. She was in the news because the federal court gave her a short reprieve to stay in Canada for a little longer, thus avoiding almost certain court martial and jail in the States.

Paula Mallea

Gore Bay