1	Capitalizing on Cultural and Heritage Tourism
2	Overview 1. The Context Demand side Supply side - London Case Study 2. The Response Best Practices A Framework
3	NTHP Definition Cultural heritage tourism means traveling to experience the places and activities that authentically represent the stores and people of the past and present. It includes irreplaceable historic, cultural and natural resources. National Trust for Historic Preservation
4	An Ontario Definition A cultural tourist is defined as: 1. An international visitor to Ontario who: A) attended festivals and fairs, or B) attended cultural events, or C) visited zoo, museum or natural display 2. A domestic visitor with an Ontario destination who: A) attended festivals or fairs, or B) attended a cultural performance, or C) attended an aboriginal/native cultural activity, or D) visited a museum or art gallery, or E) visited a historic site (Ontario Ministry of Tourism, Culture and Recreation) (This definition used because of different definitions used in Statscan data sources)
5	ICOMOS definition Cultural tourism is good tourism involving music and arts and dance and ethnic evidences, as compared to bad tourism which is only interested in sun and sand and discos. Robertson Collins, chairman of the ICOMOS, International Scientific Committee on Cultural Tourism
6	The Demand Side (Recent US Data) Two-thirds (65%) of American adult travelers say they included a cultural, arts, heritage or historic activity or event while on a trip of 50 miles or more in the past year (up from 61% in 98). Equates to 93 million cultural travelers Visiting a historic site, (building, battlefield, or historic community) most popular activity (43%) Museums visited by 30% Live theatre (23%), art galleries (21%), heritage or ethnic festivals (20%), music concerts (19%). 32% of visitors (30 million travelers) added extra time to their trip, with 57% adding one or more nights (up from 49% in 98) Source: Travel Industry Association of America, 2001 survey commissioned by Partners in Tourism: Culture and Commerce
7	The Demand Side (US) Compared to other US travelers, travelers who include cultural events are more likely to: have household incomes over $50,000 (46% vs. 40%) have completed college (33% vs. 28%) They share other characteristics: 46% are married 40% are baby boomers 36% have children under 18
8	The Demand Side (Canada) Tourism approximately a $40 billion industry Canadians account for about 1/4 of cultural expenditures in Canada 30% of Canadians aged 15 and older indicated they visited a museum or art gallery in 1998 23% reported visiting a cultural or artistic festival Total cultural spending was $760 million in 1998 Source: Statistics Canada 87-211
9	The Demand Side (Ontario) In 1999, of Ontario’s 39 million overnight visitors, 16% or 6.5 million visitors participated in cultural activities Because of their longer stay, they accounted for 23% of all visitor nights 41% of these visitors were from Ontario, 37% from the US, 14% from overseas, and 8% from other Canadian provinces Spending by overnight cultural visitors was $2.8 billion About half (52%) of these visits are during the July to September period Spending per person for overnight cultural visitors was $433 compared to $239 for all overnight visitors Top destinations: Metro Toronto 32% Festival Country 27% Ontario East 22% Source: MTCR, Ontario’s Overnight Cultural Tourists, 1999
10	The Supply Side London, Ontario, Case Study Background Assessment 1. Uncertainty regarding continued financial stability of heritage institutions and organizations (funds needed to preserve, interpret and develop collections, services and programs) 2. Lack of strong local image and identity for the heritage sector among the general public (local and tourist) 3. Lack of a strong focal point for history and heritage (such as a City museum) 4. Inability to capitalize effectively on tourism markets
11	London Case Study (2) 5. Relative lack of awareness and interest in the heritage sector among City and region residents - need for education 6. No place for municipal archives 7. Museums, heritage organizations struggling with marketing, promotion, communications issues 8. Still some lack of communications among history/heritage organizations (although much improvement in recent years) 9. Need for better coordination of activities between groups
12	London Case Study (3) 10. Opportunity for greater packaging of activities and programs within the sector and with other attractions 11. Need for greater political recognition of sector (higher profile with local politicians) 12. Opportunity for a more coordinated approach to management of HR including the recruitment, training, management, and recognition of volunteers
13	Economic Impact Indirect Direct & Induced Total Impact Impact Impact Jobs (FTEs) 66.6 517.5 584.1 Income ($ millions) $2.459 $13.681 $16.140 total value added to London economy: $16 million total jobs associated: 584 calculated on the basis of 25 organizations Note: impact would be much lower ($7.6 million) with no tourism
14	2. The Response Best Practices A Framework
15	Benchmarking / Best Practices Approaches reviewed: Conservation Lands Product Club, Cambridge Sudbury Mississauga Heritage Foundation Prince Edward County Rideau Heritage Route Hamilton Chatham St. Pierre, Manitoba Brant Heritage Group Pennsylvania NS Museums Kalyna Country Ecomuseum Ozark Heritage Region River Heritage Region Chemainus / Cowichan Valley Ecomuseum
16	Benchmarking, Example Conservation Lands Product Club (Cambridge) joint packaging / marketing; business development Focus on ecotourism, heritage, ‘low impact tourism’ 5 conservation areas plus private sector (Nortel, Canada Life) - Canadian Tourism Commission seed funding to start funding (‘in 6 figures) - staffing: 2.5 full time products: trail guides, touring packages, bottled water company have developed strategic plan: 1) inventory, market analysis, 2) branding research, 3) business plans
17	Benchmarking, Example Southwestern Pennsylvania Heritage Preservation Commission primarily a marketing and educational initiative very active web site presence: http:www.sphpc.org/PATH now transitioning to http://www.westsylvania.com heritage branding uses the character of ‘The Allegheny Traveler’ strong children’s and educational orientation active map links to historic sites in area comic book approach for children view sample web pages….
18	Common Findings no “perfect model” - each unique responsive to local situations, historical evolution of local organizations, etc. several initiatives driven by regional amalgamation: Sudbury, Prince Edward County, Chatham, Brantford struggle between autonomy and cooperation full time coordinator position common - designated staff position underfunding across the board no examples of total amalgamation marketing-driven lack of central control over resources / quality strong educational role to community - esp. children retention of individual site identity under larger marketing umbrella
19	Characteristics of a New Approach
20	Best Practices: Strategic / Business Planning Cambridge, Mississauga, Prince Edward County, Hamilton, St. Pierre 3 year strategic / business plan mission / objectives articulated intention to monitor and evaluate progress notion of accountability to public / politicians
21	Best Practices: Coordinator several have coordinator position ensures communication across the sector provides some common services to individual sites involvement in some marketing initiatives
22	Best Practices: Public / Political Perceptions Prince Edward County museums / heritage attractions viewed as economic drivers heritage tourism seen to have growth potential measurement systems important however: Hamilton: discontinued measurements since Council refused to believe results
23	Best Practices: Membership Rideau 25 participating organizations: each pays fee of $1,000 ensures principle of equality funds matched from other sources or raised (ice storm funds, advertising, in-kind contributions) aiming at self sufficiency Mississauga: membership program offered to wider community
24	Best Practices: Entrepreneurial Approaches Cambridge, Rideau actively involved in development of products (e.g. T-shirts) and services (e.g. tours) private sector involvement in governance structures Rideau moving to common reservation and trip system based on NS model, strengthening links between heritage, and the tourism and accommodation sectors branding and theming key “Heritage Inc.” used to denote a more commercial orientation
25	Best Practices: Heritage Branding Cambridge (Spectacular by Nature), Rideau, Mississauga, Sudbury (Voyageur) Southwestern Pennsylvania (Allegheny Traveler) ‘unifies’ heritage attractions under one theme or logo may ‘put a face’ on the heritage experience essential for product development / packaging
26	Best Practices: Internet Presence many approaching this strategically 3 strategic opportunities: 1) interpretive 2) marketing 3) selling product
27	"A Framework for a Cultural..." A Framework for a Cultural and Heritage Tourism Development Strategy - London, Ontario
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29	Proposed Vision London's Heritage Sector functions as an integrated whole, providing heritage-related services to the city and region and its visitors. The professional and volunteer organizations constituting the Sector work together to protect, collect and interpret archival materials, artifacts, buildings and sites relevant to the region's human and cultural history. In addition to providing significant benefits in this regard to current and future generations, the Sector is seen to be an economic engine, generating a positive return on investment to the community relative to the funding provided. In its integrated philosophy and operation, London's Heritage Sector is seen to be a model for other communities.
30	Principles of Successful Sustainable Cultural Heritage Tourism 1. Collaborate 2. Find the Fit between the Community and Tourism 3. Make Sites and Programs Come Alive 4. Focus on Quality and Authenticity 5. Preserve and Protect Resources National Trust for Historic Preservation
31	Getting Started 1. Assess the potential 2. Plan and organize 3. Prepare for visitors, protect and manage your cultural, historic and natural resources 4. Market for success 5. Monitor and evaluate National Trust for Historic Preservation
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33	Some Interesting Web Sites http://www.journeysofdiscovery.ca - examples of Ontario tourism and heritage partnerships and packages - geographically and thematically based http://ublib.buffalo.edu/libraries/units/lml/comics/pages/allegh.html - use of comic books to teach heritage to children http://www.sphpc.org/path/ - example of a geographically based approach to heritage tourism developed by Southwestern Pennsylvania Heritage Preservation Commission http://www.cr.nps.gov/ - US National Park service http://www.mainstreet.org/ - National Trust for Historic Preservation Main Street Center http://www.gov.on.ca/OMAFRA/english/rural/index.html - Ontario Government rural economic development resources
34	Other Useful Resources Ontario Museum Association, Paule Doucet, Heritage Tourism: A Practical Guide, 1999 National Trust for Historic Preservation, Stories Across America: Opportunities for Rural Tourism National Trust for Historic Preservation, Share Your Heritage: Cultural Heritage Tourism Success Stories Ontario Ministry of Tourism, Culture and Recreation, Tourism Monograph No. 25, August 2001, Ontario’s Overnight Cultural Tourists - 1999
35	Contacts for more information: Greg Young Director Tel: 416-515-2705 Email: gyoung@consulttci.com Jon Linton Director Tel: 416-515-0815 Email: jlinton@consulttci.com TCI Management Consultants 99 Crowns Lane Toronto, Ontario M5R 3P4