David Hart, Wendt Foundation TheMargaret L. Janet Day, Pamela DavisHeilman, Inc. FirstNiagara FinancialGroup, III, Cantara, Daniel E. Buffalo PublicSchools David Caban, Mercury Capital Partners Banta, Charles W. essential toattainingthevisionof cultural tourismhasbeen, heritage or continued dedicationtother Their Tourism Initiativeanditsresulting report. support madepossibletheBuffalo NiagaraCultural whosefinancial Foundation andIndependentHealth, Wendt TheMargaret L. ErieCounty, Foundation, Oishei The region isindebtedtoTheJohnR. of apracticalreport. to keeptheeffort ontrackandensure theproduction providing visionandguidance committee meetings, attendedtheseaswellregular Independent Health, McHugh, andWilliam L. President andCEOofWNED, Boswell, co-chaired byDonaldK. Committee, Membersoftheinitiative'svolunteerSteering details. critiqued thereport's majorconceptsandcritical setgoalsandpriorities identified core issues, two-yearplanningprocess stakeholders intense, Overan tourism developmentinBuffalo Niagara. development ofastrategicblueprintforcultural discussions andcontributevaluableinsightonthe participatein countless hourstoattendmeetings, Participants intheplanningprocess volunteered creation. front linesofculturaltourism–are involvedinits responsible foritsimplementation–thoseonthe be apracticalsuccessonlyifthosewhoare tobe premise ofthiseffort hasbeenthatthestrategywill the Indeed, communities overthespanoftwoyears. businessandphilanthropy government, education, tourism, heritage, arts, representatives ofthecultural, upon thetireless efforts ofmore than200 The production ofthisstrategicblueprinthasrelied Thomas E. M IndependentHealth McHugh, William L. Western New York Public WNED, Boswell, Donald K. Co-Chairs: COMMITTEE: STEERING Buffalo Niagara'sculturaltourismstakeholders. because ofthebroad participationandengagementof thisreport isstronger Indeed, and vibrantdiscourse. Thesesameviewpointsfostered arich viewpoints. reconcile diverseandevendiametricallyopposed It isimportanttonotethatthisstrategyattempts Strategy. UTRLTUIMSRTG:ERCIGCLUEADBIDN ORS NBFAONIAGARA BUFFALO IN TOURISM BUILDING AND CULTURE STRATEGY: ENRICHING TOURISM CULTURAL A ember Broadcasting Association BNCTI formerly ExecutiveV s: ganizations andthedevelopmentof Baker Hart Hotels, UFL IGR UTRLTUIMINITIATIVE TOURISM CULTURAL NIAGARA BUFFALO ACKNOWLEDGEMENTS h onR Oishei Foundation TheJohnR. , Hodgson RussLLP Inc. and willcontinuetobe, egion's cultural, ice President of A CulturalTourism arts and Economic Stewar Carmichael Elaine Van S. Inc. Mary Means& Associates, Means Mary C. Consultants: Institute forLocalGovernanceandRegionalGrowth: Team: Management Project Matthew W RobinsonKnifeCompany Robert Skerker, Office ofthe Buffalo StateCollege, Payne, Hal D. Departmentof UniversityatBuffalo, James Pappas, PrimeWines Corporation Burton Notarius, Fox29 WUTV- Donald Moran, CanadianConsulateGeneral Kerry Mitchell, OisheiFoundation TheJohnR. Mary Martino, Wendt Foundation TheMargaret L. Thomas Lunt, Niagara LevesqueCM, Reverend JosephL. Hiscock&Barclay LLP Kresse, Robert J. Office of Buffalo StateCollege, Howard, Muriel A. rdhwHvy Rsac ietr Urban Bradshaw HoveyResearch Director, UrbanDesignProject ShibleyDirector, Robert G. Nancy BaunFacilitator ExecutiveDirector Teaman CommunicationsDirector Rachel M. II Sheffer, John B. African American Studies African American Vice President of Student Affairs Office ofthePresident University, the President le Tri-Main Development olfe, dship, Inc. Design Project

BNCTI CULTURAL TOURISM STEERING COMMITTEE PROJECT MANAGEMENT TEAM EXTERNAL CONSULTANTS

CULTURAL TOURISM STAKEHOLDERS: **Please note, affiliations listed are as indicated at the start of the planning process.

First, special appreciation is extended to the chairpersons of the initiative’s three Work Groups for their time, research and efforts in facilitating engaging discussions throughout the planning process: Ted Pietrzak (Marketing), Glendora Johnson-Cooper (Capacity Building) and Robert Blanchard (Implementation). Special thanks is also extended to members of a small working group that worked over several months to develop a practical structure for implementing the strategy based on stakeholder recommendations: David E. Chesebrough (Buffalo Museum of Science), Paul Hogan (The John R. Oishei Foundation), Ted Pietrzak (Burchfield-Penney Arts Center), Susan Pryzbyl (Kenan Center), Lewis Rich, Jr. (Rich Results, Inc.) and Susan Scholterer (Buffalo Niagara Convention & Visitors Bureau). NAME: REPRESENTING: John Connors AAA Western and Central New York Agnes Bain African American Cultural Center Carl Johnson African American Cultural Center Sam Pittee-Polkah Toe African American Cultural Center Louis Grachos Albright-Knox Art Gallery Mary Ann Rogers Albright-Knox Art Gallery Susan Scholterer Albright-Knox Art Gallery Cathy Skora Allen Street Dance Studio and Folkloric Productions Dance Inc. William Harmon Allentown Association, Inc. Mary Myszkiewicz Allentown Village Society, Inc. Olivia Arditi Alliance Francaise de Buffalo Betty Lerner Amherst Museum Joseph Weickart Amherst Museum Sheila Lopez Antecesores Gay Molnar Aquarium of Niagara Tony Billoni Art on Wheels Wendy Attea Huntington Art on Wheels Kate Scaglione Art on Wheels Thomas Fatta Artpark & Company, Inc. Maureen Kellick Artpark & Company, Inc. Ruth Sass Artpark & Company, Inc. Celeste Lawson Arts Council in Buffalo & Erie County Margaret Kaiser Arts in Education Institute of Western New York, Inc. Anthony Chase Artvoice Harry Styliades At Look Systems, Inc. Catherine Schweitzer The Baird Foundation Jeannette Ciambella Buffalo and Erie County Botanical Gardens Society Anne Conable Buffalo and Erie County Historical Society William Evitts Buffalo and Erie County Historical Society Linda Ray Buffalo and Erie County Historical Society William Siener Buffalo and Erie County Historical Society Sally Treanor Buffalo and Erie County Historical Society Patrick Cunningham Buffalo and Erie County Naval & Military Park Ami Patrick Buffalo & Erie County Public Library Cynthia Van Ness Buffalo & Erie County Public Library M Margaret Roblin Buffalo Arts Commission David Granville Buffalo Arts Council Joanna Angie Buffalo Arts Studio

OURIS Joan Bukowski Buffalo Arts Studio T Marvin Askew Buffalo City Ballet Company, Inc. Karl Singletary Buffalo City Ballet Company, Inc. AKEHOLDERS Robert Frangooles Buffalo Hellenic Festival; Hellenic Orthodox Church of the Annunciation

T David Chesebrough Buffalo Museum of Science TURAL Michael Lazzaro Buffalo Museum of Science UL Mary Sahr Buffalo Museum of Science S C Cheryl Spengler Buffalo Museum of Science Richard Geiger Buffalo Niagara Convention & Visitors Bureau Edward Healy Buffalo Niagara Convention & Visitors Bureau David Lacki Buffalo Niagara Convention & Visitors Bureau BNCTI Leslie Hornung Buffalo Niagara Enterprise Gitti Barrell Buffalo Niagara Guitar Festival

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

Beverly Halligan Buffalo Niagara International Airport Joy Testa Cinquino Buffalo Olmsted Parks Conservancy Michele Holbrook Buffalo Olmsted Parks Conservancy Deborah Ann Trimble Buffalo Olmsted Parks Conservancy Carrie Veltri Buffalo Olmsted Parks Conservancy Amy Manton Buffalo Philharmonic Orchestra Peggy Beardsley Buffalo Place, Inc. Michael Schmand Buffalo Place, Inc. Lillian Batchelor Buffalo Quarters Historical Society Lynn Northrop Buffalo Society of Artists Janique Curry Buffalo State College Wanda Slawinska Buffalo State College Robert Budin Buffalo State College Foundation, Inc. James Sandoro Buffalo Transportation Pierce-Arrow Museum Judie Takacs Buffalo Transportation Pierce-Arrow Museum Javier Bustillos Buffalo United Artists Donna Fernandes Buffalo Zoo Heidi Henzler Buffalo Zoo Cindy Abbot-Letro Burchfield-Penney Art Center Mary Joy Buscemi Burchfield-Penney Art Center Ted Pietrzak Burchfield-Penney Art Center Victor Shanchuk, Jr. Burchfield-Penney Art Center Robert Carr Carr Marketing Communications Glen White Carr Marketing Communications Raphaelle Proefrock Carrousel Society of the Niagara Frontier Laurene Buckley The Castellani Art Museum of Niagara University Joyce Fink The Castellani Art Museum of Niagara University Dale McBrier Chautauqua Institution Edward Deutschman Citizens Regional Transit Corporation Eva Hassett City of Buffalo, Mayor's Office Clinton Brown Clinton Brown Company Architecture, PC Macy Favor Colored Musicians’ Club of Buffalo Charles Balbach Community Foundation for Greater Buffalo Gail Johnstone Community Foundation for Greater Buffalo Richard Tobe Community Foundation for Greater Buffalo Holly Braun El Museo Francisco Oller Y Diego Rivera Craig Centrie El Museo Francisco Oller Y Diego Rivera Thomas Blanchard, Jr. Empire State Development-WNY Region Maggie Cowell Empire State Development-WNY Region Timothy Doolittle Empire State Development-WNY Region Florine Luhr Empire State Development-WNY Region Barbara Baker Erie County Cultural Resources Advisory Board Carole Evitts Erie County Cultural Resources Advisory Board Kate Ross Erie County Cultural Resources Advisory Board Adam Ziklilowski Erie County, Department of Environment & Planning Mary Ann Moriarity Erie County Legislature, Lynn Marinelli's Office, District 11 Demone Smith Erie County Legislator, District 7 Charlene Ritter-Lester Erie County Office of Arts, Culture, and Tourism Linda Bagley Erie County Office of the Executive M Bruce Fisher Erie County Office of the Executive Joel Giambra Erie County Office of the Executive

Tod A. Kniazuk Erie-Niagara Regional Partnership OURIS Barbara Park Leggett Explore & More...A Children's Museum T Kathleen Monti First Niagara Financial Group, Inc. AKEHOLDERS Sr. Mary Marvina Kupiszewski Franciscan Sisters of St. Joseph Archives - Polish Research Center T

Jason Haremza Friends of the School of Architecture and Planning, University at Buffalo TURAL Susan Birmingham Frontier Central School District Food Services UL S Kelly Kiebala Genesee-Orleans Regional Arts Council C Carol Bronnenkant Graycliff Conservancy, Inc. Beverley Feder Greater Niagara Ballet Company Tricia Henzel Greater Olean Area Chamber of Commerce Susan Smith HAG Theatre Company BNCTI Edmund Cardoni Hallwalls Contemporary Arts Center John Amershadian Hodgson Russ LLP

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

Dianne Bennett Hodgson Russ LLP Kathy Butler Hodgson Russ LLP Lisa Kane Hodgson Russ LLP Julie Levy Hyatt Regency Buffalo Wolfgang Wildoer Hyatt Regency Buffalo Paulette Jurek Impact Artists Gallery Marjorie Norton Impact Artists Gallery Lorraine Pierro Industrial Heritage Committee, Inc. Nancy Doherty Irish Classical Theatre Company Fortunato Pezzimenti Irish Classical Theatre Company Deborah Wanecski Irish Classical Theatre Company Marge Thielman Hastreiter Iron Island Preservation Society of Lovejoy, Inc. Oliver Miller Jamaican American Association of Buffalo Marcie Frankel Jewish Community Center of Greater Buffalo Christopher Dunstan The John R. Oishei Foundation Paul Hogan The John R. Oishei Foundation Anne Tobey The John R. Oishei Foundation Laurie Dean Torrell just buffalo literary center, inc. Elaine Harrigan Kenan Center Ben Marchione Kenan Center Susan Przybyl Kenan Center; Cultural Alliance of Niagara Marsha Henderson Key Bank - Western New York Mark Halter Kissing Bridge Corporation Thomas Kazmierczak, III Lancaster Opera House Dennis Galucki Landmark Society of the Niagara Frontier James “Pappy” Martin Langston Hughes Institute Barbara Duarte Latin American Cultural Association Susan Warren Russ Leadership Buffalo, Inc. Daniel Murphy Lockport Locks & Erie Canal Cruises Molly Bethel Locust Street Neighborhood Art Classes Michael Calhoun Los Caribes Margaret Turner Margaret S. Turner & Associates Irene Liguori Mark Twain Museum of Buffalo John Courtin Martin House Restoration Corporation Margaret Stehlik Martin House Restoration Corporation Dawn Warsaw Martin House Restoration Corporation Kevin Cottrell Motherland Connextions Carol Murphy Murphy Orchards Randall Kramer MusicalFare Theatre Company Philip Ackerman National Fuel Gas Company Allan Jamieson Neto Hatinakwe Onkwehowe Richard Lambert New Phoenix Theatre on the Park Helen Cash Jackson New York State Council on the Arts Michael Unthank New York State Council on the Arts Mary Lou Rath New York State Senator, District 60 Denise Blankenship-Schmoyer Niagara Aerospace Museum Kathie Kudela Niagara Arts and Cultural Center Michelle Rehm Niagara Arts and Cultural Center

M Michael Casale Niagara County Department of Planning, Development & Tourism Doreen O'Connor Niagara Majestic Tours Thomas Callahan Niagara Tourism and Convention Corporation

OURIS David Rosenwasser Niagara Tourism and Convention Corporation

T Robert Blanchard Niagara University, Center for Community Economic Development Through Hospitality & Tourism AKEHOLDERS Gary Praetzel Niagara University, College of Hospitality and Tourism Management Deborah Curtis Niagara University, College of Hospitality and Tourism Management T TURAL Jan Van Harssel Niagara University, College of Hospitality and Tourism Management

UL Connlith Keogh NiagaraFun.Com C S Dorothy Furtney Office of New York State Assemblyman Paul A.Tokasz, District 143 Stephanie Grace Carter Office of New York State Assemblyman Sam Hoyt, District 144 Gary Rouleau Office of New York State Senator George D. Maziarz, District 61 Robert Emerson Old Fort Niagara BNCTI Terry Yonker Old Fort Niagara Arlene White Ontario Ministry of Tourism and Recreation, Binational Tourism Alliance

A CULTURAL T OURISM S TRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

UTRLTUIMSRTG:ERCIGCLUEADBIDN ORS NBFAONIAGARA BUFFALO IN TOURISM BUILDING AND CULTURE STRATEGY: ENRICHING TOURISM CULTURAL A Richar Patrick Keyes Roger Glasgow Thomas Frank Patrick Fagan Hillary Burke Helga MacKinnon Rose Vecchiarelli Pamela Johnson Dawn Hamilton Sheryl Knab Heidi Bamfor Larry Gottesman Susan Pearson Donald Siuta Barbara Rice Joel Dombrowski Mary Van Vorst Car Kelli Bocock-Natale Michael Venezia Lora V Jim Comerfor Ellen Carlson Michael Conboy Patricia Carter Glendora Johnson-Cooper David W Peggy Brooks-Bertram Kristin Riemer Lorna Hill Troy Hengst Kathleen Rooney Molly Quackenbush Janice Kuzan Robert Brunschmid Mortimer Spiller Michael Colson Ken Neufeld Carol Halter Dianne Giliforte Zo Scott Saxon Lisa Grisanti-Cabr Anthony Conte Amanda Beard David Cutter Christine Peters Ann Angelo Luke Rich Don King Peter Gessner Marilyn Lojek Curt Steinzor Jerold Bastedo Jessica Thorpe Irving Rubin Sr. Douglass Legg, Ann Schwabel ole SmithPetro d Taczkowski ahue edekindt d d era WNED, Western New York PublicBroadcastingWNED, Association Western New York LibraryResources Council Unaffiliated Unaffiliated Unaffiliated Unaf Unaf Unaffiliated Young Inc. Audiences ofWestern New York, 29 WUTV-Fox U.S. Upstate New York Travel Schoolof Architecture andPlanning University atBuffalo, SilvermanUndergraduate Library Oscar A. University atBuffalo, V USA NiagaraDevelopmentCorporation University atBuf Departmentof African American Studies University atBuffalo, University atBuffalo Art GalleriesandMuseumStudies Ujima Company HospitalityManagementCertificateProgram Trocaire College, Travers Collins&Company Theodore RooseveltInauguralNationalHistoricSite Theodor Theatre of Youth T Manning&NapierInformationServices Talavara - Theatre Studio Arena Theatre Studio Arena Studio Six Flags–DarienLake Shea's Performing Arts Center Shea's Performing Shea's Performing Arts Center Shaw FestivalTheatre Inc. Seaway Trail, Roycroft InnandEast Aurora Tourism Richmond Neighborhood Community Association Inc. Rich Results, Polly King Art Gallery Polish Arts ClubofBuffalo Pine AvenueBusiness Association Pick oftheCrop Dance Penn DixiePaleontologicalandOutdoorEducationCenter Outside theBox OperaBuffs Inc. ofWestern New York, Ontario MinistryofTourism andRecreation W Western New York Chorale W Western New York Artists Group We Care Transportation We Care Transportation UniversityatBuffalo WBFO-88.7 FM- WBFO-88.7 FM- UniversityatBuffalo WBFO-88.7 FM- Venezia & Associates Consulting emple BethZionMuseum ahue & estern New estern New Department oftheInterior filiated filiated Arena Theatre W e RooseveltInauguralNationalHistoricSite Associates estern New York PublicBroadcasting Association Y York Bed&Breakfast Association ork DocumentaryHeritagePr falo Centerforthe University atBuffalo Arts Center , National ParkService Arts ogram

BNCTI CULTURAL TOURISM STAKEHOLDERS

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

BNCTI TABLE OF CONTENTS

I. EXECUTIVE SUMMARY 2 A Cultural Tourism Strategy: 4 II. INTRODUCTION Enriching Culture and Building Tourism in III. CONTEXT FOR ACTION 6 Buffalo Niagara… a. Vision 6 b. Opportunity: Robust regional development 6 c. Challenge: Severe gaps in the cultural tourism system 8 This strategy is a result of Phase II IV. PLANNING 10 of the Buffalo Niagara Cultural a. Stakeholder views: Issues and goals 10 Tourism Initiative, a participatory 12 planning process engaging the b. Precedents: What other places are doing region's cultural tourism stakeholders. This report is V. STRATEGY 16 intended to serve as a blueprint a. Coordinated Programming: Leveraging our best assets 16 for cultural tourism development 17 in Erie and Niagara Counties in b. Targeted Marketing: Leading with research the context of the broader, c. Systemic Improvement: Filling the gaps 18 binational Buffalo Niagara region.

VI. IMPLEMENTATION 20 The initiative has been led by a volunteer Steering Committee. a. Organizing for Implementation: Performance-based leadership and The Institute for Local Governance collaboration 20 and Regional Growth of the b. Recommendations: From strategy to action 22 University at Buffalo has served c. Funding: Sustaining cultural tourism development 24 as Project Manager. The Buffalo Niagara Cultural APPENDICES Tourism Initiative began in 2002 A. Cultural Tourism and Related Capital Initiatives 26 with publication of a Phase I B. Cultural Tourism and Related Funding 30 report, Cultural Tourism in the 34 Buffalo-Niagara Region: C. Developing a Business Plan Developing a Comprehensive D. Measuring Performance 35 Plan, funded by The John R. Oishei E. Regional Asset Development Coordinator - Job Description 37 Foundation. The second phase has been funded by the Oishei Foundation, Erie County, The Margaret L. Wendt Foundation and Independent Health.

Front and Back Cover Photo Credits:

Institute for Local Governance and Regional Growth Albright-Knox Art Gallery Niagara Falls Grain Elevators Guaranty Building Niagara River Herschell Carrousel Factory Museum

Buffalo Niagara Convention & Visitors Bureau Buffalo Philharmonic Orchestra Darwin D. Martin House Old Fort Niagara Artpark Theatre Michigan Street Preservation Corporation (Michigan Street Baptist Church) Langston Hughes Institute Maid of the Mist

Michael Calanan Downtown Buffalo Waterfront

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

1 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

BNCTI I. EXECUTIVE SUMMARY

The Buffalo Niagara region is envisioned as a world-class tourism destination, in significant measure because of its extraordinary artistic, cultural and heritage attractions which will become better known, more Tenets of A Cultural widely admired and more frequently visited. Tourism Strategy

CONTEXT FOR ACTION audiences. These strategies ultimately will attract greater visitation, reach new markets and The cultural tourism Opportunity: Robust regional development. provide growing yields through improved data mission The region can expand the cultural tourism collection and analysis, information sharing, market by giving strength and stability to arts, message coordination and performance-based • Strengthen cultural, artistic and cultural and heritage organizations, by monitoring. heritage organizations; expanding opportunities for creativity and • Expand individual opportunities interpretation, and by growing the regional Systemic Improvement: Filling the gaps. for creativity and interpretation; economy. In so doing the region will enhance Behind this phased and focused development of • Help our regional economy grow; the quality of life for its residents, improve its the Buffalo Niagara brand of experiences will be image and identity in the world at large, and a comprehensive effort to fill critical gaps in the • Enhance the quality of life in our make the region more attractive to investments support structure, from the perspective of both communities; of all kinds. the entire cultural tourism system and its • Advance the image and identity individual organizations. For instance, we can of the region; and Challenge: Severe gaps in the cultural better reach targeted markets with improved tourism system. High quality cultural data collection and analysis and performance- • Build the region’s reputation as a world-class tourism attractions and the draw of a premier brand- based monitoring. Training can assist destination name attraction in Niagara Falls give this organizations with management, strategic region the potential to capture a growing capital investments and improving their visitor These benefits reinforce one market of travelers interested in cultural readiness. Better coordinated transportation and another and can be achieved together. experiences. But while many are hard at work signage can help visitors reach their promoting tourism or sustaining culture, no destinations. Technology applications can one is in charge of cultural tourism, leaving improve organizational efficiency and visibility. significant gaps in the effort to develop and Such infrastructure improvements, planned promote it. according to programming cycles, will build upon one another to strengthen the entire Tenets of A Cultural STRATEGY system. Tourism Strategy Coordinated Programming: Leveraging our IMPLEMENTATION best assets. A Cultural Tourism Strategy Tourism, cultural and proposes the creation of coordinated Organizing for Implementation: Performance- otherwise programming around "centerpiece" attractions based leadership and collaboration. According likely to draw national and international to the stakeholders’ vision, implementation will Cultural tourism and the broader tourism market of which it is a attention. In an annual or multi-year phased require active leadership by professionals whose program, centerpiece attractions are to be subset are inextricably intertwined. only job is to develop cultural tourism. New Culturally motivated visitors connected to "experience clusters" that include resources must be committed to create depend on much the same venues and events related to the centerpiece as additional capacity. The implementation infrastructure as all other visitors. well as other tourism experiences and services Even those whose primary purpose structure must possess the necessary skills and of travel is not culture may choose (e.g., sporting events, hotels and restaurants). In experience, understand the situation and to enjoy the same attractions that any given cycle of this phased program, strategy, engage all relevant stakeholders in draw cultural tourists. The two markets overlap. centerpieces could include Frank Lloyd both Erie and Niagara Counties, and organize Wright's Darwin D. Martin House, Old Fort the necessary collaborations. At the same time, cultural tourists Niagara, the Erie Canal, the Albright-Knox Art remain a distinct group whose Gallery, the history of the Underground In accordance with these principles, it is motivations, expectations and Railroad and others. needs are different than those of recommended that a bilateral structure be tourists in general. Getting them formed around the two main components of a here will require targeted Targeted Marketing: Leading with research. cultural tourism system – marketing and asset promotional strategies. Getting These coordinated programs are to be them to come back will require development. The infrastructure needs of each providing a unique experience. promoted through research-informed publicity also will be an important focus of this structure. and marketing campaigns directed to targeted Implementation will be monitored by a Cultural

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 2

Tourism Oversight and Advisory Council tourism, arts, culture, heritage, economic (Advisory Council), composed of board- and development and marketing organizations. Tenets of A Cultural leadership-level representatives from cultural, Other organizations whose missions are not Tourism Strategy arts and tourism organizations, as well as directly related to cultural tourism must also be government and funding entities from Erie and partners. Niagara Counties. The Advisory Council will provide policy perspective and coordinate In its implementation of the strategy and each Potential audiences resources for implementation of A Cultural cycle of coordinated programming and include both visitors Tourism Strategy. The Advisory Council will marketing, the Advisory Council and Working also work directly with a Cultural Tourism Group are to maintain the perspective of the and residents Working Group (Working Group), to consist of entire cultural tourism system. This strategy makes no false professional staff from cultural, arts and choices between attracting visitors tourism organizations, and to focus on day-to- Funding: Sustaining cultural tourism to area cultural venues and day implementation of all aspects of the development. It is anticipated that an increasing audiences in general. Tickets sold to visitors from strategy. approximately $210,000 annual budget will be California, New York City or required to fund the new asset development Rochester bring no more revenue With existing staff at the region’s two main coordinator, consultation and training services to arts venues than do tickets sold tourism promotion groups already focusing on to visitors from East Aurora, related to marketing and asset development, Kenmore or South Buffalo. cultural tourism marketing, a new position will support staff and operating expenses. Indeed, be created to serve the area of asset success for A Cultural Tourism Strategy must At the same time, it is understood development. A Regional Asset Development depend, in large measure, on a predictable and that patronage by visitors from beyond the region translates into Coordinator will be charged solely with the adequate source of funding over the long-term. additional revenue for the hotel, task of building the capacity of arts and It is important to note that this budget does not restaurant and transportation cultural groups by assisting with organizational include funds for major promotional industries, among others. Visitor assessment, providing resources and materials, dollars also represent a kind of campaigns or capital investments. Financial “export” income that expands the and engaging appropriate training and support for this strategy should come from local economy. consultation both existing sources and new and previously untapped sources. Funding sources should In broader terms, the Advisory Council and include a combination of public, private and Working Group will oversee a governance foundation sources, as well as some degree of structure for cultural tourism that establishes a earned income from involved organizations. forum for communication, coordination, collaboration and long-term planning involving MOVING FORWARD the entire range of relevant parties. Those who created A Cultural Tourism Strategy Summary of Recommendations: From strategy believe that if the process does not lead directly to action. It is to effective implementation and achievement, it recommended will not have been worth the effort. The that the strategy was crafted to make that possible, but Advisory one further ingredient is required: courage. Council and Working Group We must have the courage to go beyond old immediately habits and organizational boundaries to engage begin a new and creative process of collaboration. We coordinating must also have the courage to act on our development of conviction that investing in cultural tourism the first can bring significant returns. The potential for programming cultural tourism is enormous. We have already cycle – in terms begun working together to make that potential 2 of asset real, but this work must continue. development, marketing and 1 Cave of the Winds, Niagara Falls infrastructure © Niagara County Department of Planning, Development & Tourism improvements – 2 Louis Sullivan’s Guaranty by collaborating 1 Building, Buffalo, NY with the region's

3 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

BNCTI II. INTRODUCTION

The Buffalo Niagara Cultural Tourism Initiative Roycroft Summer Festival, and the Taste of Orleans was initiated by cultural organizations not only Buffalo is built upon a foundation of Niagara concerned about their own future in the context collaborative relationships. Southern of the struggling regional economy, but also Ontario Genesee confident in cultural tourism’s potential to The current phase of this strategic initiative Erie strengthen their organization and improve (Phase II) involved a conscious and concerted Wyoming Buffalo Niagara’s economy and quality of life. effort to embrace the perspectives of the Their goal has been to craft an effective and diverse cultural institutions in our region and enduring strategy and a practical blueprint for to involve other stakeholders in the tourism, implementation. Through collaboration, this government, education and philanthropy Chautauqua Cattaraugus Allegany strategic effort seeks to build the cultural sectors. Also, a special effort was made to tourism market while respecting the diverse reach out to a circle of small and ethnically The geographic scope of the strategy is needs, resources and artistic visions of our diverse cultural institutions to ensure the specifically Erie and Niagara counties, many cultural institutions. strategy would understand and benefit from but within the context of the broader the particular perspectives and needs of all our binational region. A precursor to the project – the Phase I report1 unique institutions. Indeed, the initiative's of the Buffalo Niagara Cultural Tourism organizers understood that a successful Initiative – inventoried the region's past tourism plan must be based on the planning initiatives for the development of participation of those required to implement its cultural tourism, listing nearly five dozen recommendations. individual plans and reports and describing a range of proposals, from one-time events to More than two hundred different stakeholders comprehensive regional initiatives. The breadth from these communities were engaged in the and depth of this work highlighted the widely planning process, defining the issues, setting shared understanding that cultural tourism is a the goals and priorities, and providing major opportunity for regional development, critiques of the emerging proposals and but concluded there is a need for a more recommendations. A Report commissioned by the Cultural Tourism Steering Committee coordinated effort. of The John R. Oishei Foundation, Buffalo, New York The process also benefited from the continuing Indeed, the Buffalo Niagara Cultural Tourism work of a volunteer Steering Committee of key Initiative has intended to build on the region's community and business leaders who pushed INSTITUTE for Local Governance persistent efforts to improve venues, develop persistently for a practical, effective and do- and Regionalrow Gth new programming, promote the region and able plan. draw new visitors. These efforts have included 1 Art on Wheels, One Summerlong Sensation, The strategic plan and implementation Doors Open Niagara, the Binational Tourism structure represent a flexible, Alliance, the Pan American Centennial dynamic approach to Celebration, Masterworks from The Philips communitywide collaboration Collection, The Summer of Monet, and many for cultural tourism more going back as far as exhibit selections development. They are from the William S. Paley Collection at the structured to respond to the Albright-Knox Art Gallery in 1995 and the opportunities and challenges World University Games in 1993. of new circumstances.

Evaluations of these events have varied. Not all were financial successes. But much that is good remains: battle-tested relationships, a history of collaboration, growing capacity and a continuing commitment in this community to 2 develop and promote cultural tourism. In the same way, the success of annual galas and special events like Curtain Up!, the Buffalo 1 BNCTI Phase 1 Report Niagara Guitar Festival, the Allentown Art 2 BNCTI Project Website Festival, the Canal Fest of the Tonawandas, the

1 “Cultural Tourism in the Buffalo-Niagara Region: Developing a Comprehensive Plan.” Institute for Local Governance and Regional Growth, April 2002.

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5 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

BNCTI III. CONTEXT FOR ACTION

a. Vision Assessing the Value of The Buffalo Niagara region is envisioned as a Cultural Tourism in world-class tourism destination that Buffalo Niagara consistently becomes better known, more widely admired and more frequently visited. This vision is indeed attainable based on the We need better numbers region’s abundant and extraordinary artistic, cultural, heritage and tourism attractions, A primary conclusion of A Cultural among them Niagara Falls. Moreover, behind Tourism Strategy is that the region's cultural tourism system is these assets is a dedicated group of cultural impaired by a lack of data. Indeed, stewards and tourism experts. National trends without the ability to quantifiably are also in its favor, as cultural tourism is one 3 assess the current picture and the of the fastest growing dimensions of tourism in potential of cultural tourism, progress is difficult. Regional the U.S. and beyond. 3 The Niagara River Gorge tourism promotion agencies gather © Buffalo Niagara Convention & Visitors Bureau data on tourism in general; some individual venues collect data on The exact economic impact of cultural tourism their visitors. These efforts are, in general and specifically within Buffalo however, incomplete. Niagara can be difficult to assess. The cultural A coordinated and region-wide tourism audience is diverse and includes group system for gathering, analyzing tourists, independent travelers, conventioneers, and sharing cultural tourism data should include information on business travelers, residents and visiting visitors, visitor attitudes, friends and family. Critical marketing and spending, venues attended and 1 2 economic data on these visitors – including economic impact, among other their places of origin, primary reasons for variables. 1 Shea’s Performing Arts Center visiting the region and spending patterns – are © Buffalo Niagara Convention & Visitors Bureau collected only sporadically, yet need to be 2 Buffalo & Erie County Historical Society © Buffalo Niagara Convention & Visitors Bureau addressed routinely and on a regional basis to have any real value in deciphering important trends. b. Opportunity: Robust regional development Certainly the region should not underestimate the importance of this market simply because our measures of it are lacking. In fact, a Achieving the vision of A Cultural Tourism fundamental theme of this report is that the Strategy will generate economic benefits for the region should pursue a much more deliberate region, at the same time enriching its cultural and comprehensive approach to data collection, assets and institutions and building the tourism economic impact assessment and performance economy. Tourism can help support Buffalo measurement which quantitatively monitors Niagara's arts institutions and develop our the value of cultural tourism to Buffalo cultural heritage. It will also fill hotels, Niagara. restaurants and shopping districts, and keep our airport busy. The regional economic "pie" Preliminary research in the region has shed grows when more people visit the region or some light on the quantifiable benefits accruing choose to stay longer to enjoy cultural to the region from cultural tourism. An analysis attractions. Of course, the potential benefits of of One Summerlong Sensation, a cluster of cultural tourism go far beyond economics. cultural tourism events in Buffalo Niagara Investments in cultural tourism help to build during summer 2003, revealed that spending by our collective self-image and transform Buffalo more than 700,000 visitors to 17 sample Niagara's identity to the world. Cultural cultural, arts and tourism venues, as well as tourism and the things we must do to develop expenditures by the organizations themselves, it improve our shared quality of life and leveraged a $75 million economic impact upon expand opportunities for creative expression. the region.2 Approximately one-third of these

2 ”One Summerlong Sensation – Economic Impact Assessment,” Institute for Local Governance and Regional Growth (A Report Commissioned by the Buffalo Niagara Convention & Visitors Bureau), February 2004.

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visitors were tourists, or visitors from outside a transportation) than those on the average trip; 50-mile radius of the region. The study showed they also travel almost two nights longer (5.2 the average length of stay in the Buffalo area to nights vs. 3.4 nights). be about 2.2 nights, with more than half of • In relation to the average U.S. trip, those surveyed planning to stay at least one historic/cultural trips more often are seven night in a hotel, motel or bed and breakfast, nights or longer, and include air travel, a and 24 percent planning to stay with family rental car and a hotel stay; and friends. Another study found that Shea's • Such historic/cultural travelers tend to Performing Arts Center leverages a $40 million extend their stay to experience history and annual economic impact upon the region. The culture at their destination, with four in ten Frank Lloyd Wright-designed Darwin D. adding extra time to their trip for this reason. Martin House, upon completion of renovations, is expected to generate a $20 million annual The binational Buffalo Niagara region already economic impact. attracts about 16 million visitors each year, largely to see Niagara Falls. The economic The premise of A Cultural Tourism Strategy, impact of just a small percentage of those however, is that there is room for growth. visitors staying an extra day to visit a museum, Cultural tourism is an increasingly important historical attraction or festival is potentially segment of the national tourism market which staggering, not only for the arts and cultural produces a $500 billion economic impact every organizations themselves, but also for the year.3 And tourism is already one of the largest tourism and hospitality industries and the industries in New York State, with domestic entire Buffalo Niagara economy. travelers spending more than $26 billion annually.4 In 2003 New York City was the most Cultural, arts and heritage assets also play an popular tourism destination for overseas indirect but critically valuable role in the travelers, according to another study.5 broader economic development strategy of the Moreover, a 2003 Travel Industry Association of region. For instance, convention decisions often America study6 found: hinge upon the quality of life and cultural tourism amenities offered by a region. • More than 20 percent of all trips taken by U.S. Moreover, people making location-based travelers in 2002-2003 included historical or investments – where to establish or expand a cultural activities; business, relocate for employment, raise a • Travelers on a historic/cultural trip tend to family, vacation or retire – favorably regard spend more ($623 vs. $457, excluding regions offering opportunities for cultural enrichment. The arts and culture community in Buffalo Niagara should be recognized as part of the region's basic infrastructure for sustainable economic development and should be invested $26 in accordingly. BILLION Clearly the reasons to develop cultural tourism New York State go beyond ticket and retail sales at cultural reaps $26 venues, hotels, restaurants and elsewhere. The region's extraordinary galleries, museums, billion annually theaters and historic sites remain important in from tourism and of themselves. They enliven community character, contribute to regional quality of life and signal that the community values excellence and intelligent discourse. It is crucial that we pursue strategies that can expand the

3 Travel Industry Association of America. "Economic Research: Economic Impact of Travel and Tourism," (2002). Retrieved November 15, 2004, from www.tia.org/Travel/EconImpact.asp 4 Travel Industry Association of America. "California, Florida and Texas Rank Among Top States in Spending by Domestic Travelers," (2003). Retrieved November 14, 2004, from www.tia.org/Press/pressrec.asp?Item=309 5 Travel Business Roundtable. “About the Travel Business Roundtable - Travel and Tourism Data,” (2003). Retrieved November 14, 2004, from www.tbr.org/about/faqs.htm. 6 Travel Industry Association of America. "Travelers' Desire to Experience History and Culture Stronger than Ever" (2003). Retrieved November 14, 2004, www.tia.org/Press/pressrec.asp?Item=284.

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opportunities for artistic expression, historical The following are examples of current gaps in understanding and reflective experience. critical cultural tourism functions that limit the ability of the region and individual Supporting cultural tourism, then, is critical in organizations to move forward: light of both the potential economic benefits and the chronic financial stress experienced by Long-term planning for cultural tourism. In the region's cultural, arts and heritage recent years the region's cultural, arts and institutions and the broader regional economy. tourism organizations have worked together to Thus far it has made intuitive sense to our take advantage of high-profile exhibits, events elected officials, investors, businesses and and special programs by developing better residents to invest in cultural tourism in marketing strategies and more varied tourism Buffalo Niagara. But with fewer dollars to offer, packages. Because Buffalo Niagara lacks a long- it is critical that the region confirm and specify term vision for cultural tourism, however, these what intuition tells us, and facilitate a more efforts have been disjointed, often producing coordinated, targeted investment in cultural only short-term benefits. They have failed to tourism. To this end, the region should foster a effectively build on one another to move the systematic, ongoing and cooperative process of region forward. gathering, analyzing and sharing data on cultural tourism and tourism in general in Cultural tourism infrastructure. Making sure Buffalo Niagara. the region's cultural and arts facilities are "visitor-ready" is vital, but so is creating and c. Challenge: Severe gaps in the maintaining the infrastructure that connects cultural tourism system venues and delivers visitors to the doorsteps of the region's attractions. Many entities are involved, but it is the job of no one, at least Although Buffalo Niagara is home to excellent from the perspective of cultural tourism, to pay institutions whose work is essential to the attention to signage for motorists and success of A Cultural Tourism Strategy, including pedestrians, the development and integration arts councils, foundations, visitor bureaus, of bus, rail, airport shuttle and taxicab service, universities, local governments and, of course, information systems or the maintenance of the the arts and cultural organizations themselves, visitor environment in general. Another two critical problems seriously impair the potential dimension of tourism infrastructure is capability of the region to take maximum a significantly larger, more active Visitors advantage of its rich and diverse array of cultural and heritage resources:

• As outlined in the Phase I report of the Buffalo Niagara Cultural Tourism Initiative, past and current initiatives in the region remain fractured and inefficient. Although there have been many good people working on many good efforts, the effectiveness of those efforts has been limited due to a lack of an overall regional vision and strategy for 1 2 cultural tourism.

• The current system leaves many serious gaps that need to be filled if the region is to achieve its potential in cultural tourism and, in turn, strengthen cultural organizations, expand opportunities for individual artists, grow the regional economy, enhance its quality of life and improve its image and 3 identity. 1 Buffalo Niagara International Airport A primary motivation of A Cultural Tourism 2 Niagara Gorge Trails Wayfinding System 3 Rainbow Bridge, Niagara Falls Strategy is to respond to these two problems.

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Center in the region, which could potentially Shared services. There are many house traditional public outreach functions as opportunities for streamlining administrative well as many of the current or recommended functions now managed separately for each functions for cultural tourism coordination and cultural or tourism organization in the region. "back office" services. Such functions include program information, ticketing, employee health insurance, education Education and training. The region has a and training, marketing and data collection. strong education infrastructure with many Better coordination of these tasks has the higher education and other types of institutions potential to save money and time for many of offering degrees, certificates and training in the region's organizations, and to vastly tourism and related areas. These resources are improve the overall efficiency of the cultural sufficient to prepare people for the full range of tourism system. roles in cultural tourism, including front-line hotel staff and tollbooth attendants, managerial Evaluation and assessment. Largely as a result personnel in hotels and restaurants, and board of the region's fragmented data collection members of arts and tourism organizations. efforts, Buffalo Niagara lacks a system of However, the region is lacking in its capacity to evaluation and assessment for its cultural plan, coordinate and deliver these programs to tourism programs and organizations and the effectively meet emerging system needs. We tourism industry in general. It is essential for need to convene the partnerships required to the region to develop a centralized process for accomplish this task. assessing organizational performance, setting benchmarks and standards for accountability, Research. A number of organizations collect and measuring the economic impact of their own data, but no system exists to gather, cooperative tourism development efforts. analyze or share information on a regional basis. The region needs to cooperate in the Sustaining collaboration. Making A Cultural collection and sharing of data on visitor Tourism Strategy work will require ongoing demographics, spending patterns, lifestyle collaboration to deliver packaging, coordinated clues, travel behavior, qualitative visitor marketing and capital investments in venues feedback and best practices. and infrastructure. The region has built a legacy of partnerships through programs such Identifying best practices. The region has as Summer of Monet and One Summerlong much to learn from other regions about Sensation, but there needs to be a process that effective strategies for developing cultural ensures the region is always "connecting the tourism. The region also can learn from its own dots" – coordinating programs, events and experience in tourism and other sectors, initiatives, building trust and partnerships although these lessons need to be effectively across jurisdictional and organizational shared and communicated. Researching and boundaries, forging strategic collaborations and applying best practices is an essential – and building on the base of knowledge and largely unattended – task in building the experience that these create. cultural tourism system. Governance. The region counts among its Technology application. Technology has assets a strong base of organizations including become indispensable to the tourism industry the cultural venues themselves, tourism for the exchange and evaluation of information. promotion agencies, government entities, Centralized technological applications, foundations, arts councils and universities. including a cultural tourism website, However, not one organization or staff member organizational websites, databases, surveying has as its mission the coordination of the entire tools and even ticketing programs, can help the cultural tourism system, including bridging the region's individual organizations and the entire gaps in the services integral to that system. The cultural tourism system to more efficiently region needs a centralized governance communicate with potential markets, serve structure to carry out these functions and audiences, conduct research and evaluate coordinate new and existing resources. performance.

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BNCTI IV. PLANNING a. Stakeholder views: supporting the system. Issues and goals Everyone agreed it is crucial to focus on the needs of the customer and the development In lively working sessions over many months of a visitor- and audience- in 2003 community leaders in the cultural, arts, centered strategy. heritage and tourism sectors took part in the Buffalo Niagara Cultural Tourism Initiative Stakeholders also identified a planning process. They pointed out critical range of challenges. For issues, set goals and priorities, identified major instance, while some obstacles to overcome and offered their critique institutions enjoy financial of the emerging plan’s concepts and important support and technical details. Despite differing perspectives, all assistance for marketing and agreed that doing nothing is not an option. business planning, many require substantial To consider the region’s chief obstacles and investments before they can be BNCTI Planning Session opportunities for cultural tourism classified as visitor-ready. On development, participants were initially the other hand, some divided into three Work Groups, each focusing organizations are already planning ambitious on a major theme: fundraising capital and endowment campaigns. The system requires significant investment in • Capacity building: Enhancing the visitor its support structure, which includes education experience by addressing requirements for and training, information systems, directional capital and operating support, improving signage and transportation. At the same time, staff and board skills, developing more most of the region's cultural, arts, heritage and appealing exhibits and public programs, tourism organizations have come to rely upon organizing education and training for a few funders that have grown weary seeing tourism workers. their resources stretched too thin as they attempt to provide some assistance to all. • Targeted Marketing: Developing better ways to attract larger audiences, reach new markets Ultimately, participants honed these dozens of and provide growing yields through issues for cultural tourism into six interrelated improved research, data analysis, information goals for change: sharing, message coordination and performance-based monitoring. • Create a system to foster continuous improvement by cultural institutions in terms • Implementation: Designing and creating the of the number of visitors, financial mechanisms to organize action, continue sustainability, artistic quality, visitor- planning, secure sustainable resources, build readiness, contribution to regional quality of visitor infrastructure and facilitate a systemic life and support for economic development. approach to cultural tourism development. • Build partnerships that systemically work to In an intentionally fast-paced but disciplined improve cultural experiences in the region in process, planners brought the three Work terms of quality, authenticity and Groups back together again to develop a rich responsiveness to audiences. Also, base and detailed description of overarching issues collaboration upon practical analysis of and goals, examine cultural tourism practices potential mutual benefits, organizational costs in other regions, and consider preliminary and strategic overlap of interests for all concepts for A Cultural Tourism Strategy. participants.

Participants first characterized cultural tourism • Secure predictable and equitable funding and as a system that includes not only arts and management resources for implementation; cultural venues – the "product" – but also those develop effective investment and charged with marketing the product, providing reinvestment strategies for such resources. hospitality, creating and maintaining essential visitor infrastructure and financially

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• Convey the economic and quality-of-life • Tap organizations with know-how. Buffalo benefits of Buffalo Niagara’s cultural Niagara’s cultural institutions possess institutions and its cultural tourism industry important expertise. Ongoing work should to residents, funders, elected officials, state draw upon this to improve outcomes and save and federal organizations and other time and money. audiences. • Enjoy market support and reflect real consumer • Tap cultural tourism as a means to enhance behavior. Rather than pursue speculative Buffalo Niagara's image locally, regionally, markets, the initiative should target proven or nationally and globally, and leverage it as a likely visitor populations. Similarly, the resource for further growth. strategy should reflect that most visitors seek both cultural and other experiences. Toward those ends, participants suggested a set of starting principles for an effective and • Link cultural resources without compelling efficient approach to achieving those goals: compliance within a thematic structure. Collaboration generates benefits for both • Build on strengths. It makes sense to put participants and the system, but not when it is Buffalo Niagara’s best foot forward – leading forced or fails to do good for contributors. A with the region’s architectural gems, theaters, Cultural Tourism Strategy should allow the galleries and natural history and heritage system to deliver benefits regardless of resources. There also needs to be a vehicle for whether organizations take on leadership helping less mature venues evolve and roles. improve. Stakeholders endorsing these principles made • Balance inclusivity and pragmatism. The their position clear: to undertake a serious effort strategy should respect the region’s diverse to improve how the cultural community institutions and ensure none is inadvertently functions and influences economic development, excluded. Yet the benefits of inclusion should we must build on strengths to maximize always exceed the costs; the process should efficiency and implement an effective strategy. In respect that some organizations may prefer short, this initiative should find the best way to to go their own way. foster an environment where arts and culture flourish and contribute to regional development, • Develop organizational and systemic capacity. economic and otherwise. To be truly sustainable, work supporting the strategy should always strengthen the organizations as it builds the larger system of cultural tourism.

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b. Precedents: What other and an understanding of its value has changed. Recognizing that the economic impact of places are doing tourism goes far beyond "heads on beds," many Greater agencies are taking a more integrated Philadelphia! Throughout the planning process, from the approach. This means going beyond group identification of challenges and issues facing sales to appeal to independent travelers; the region to the development of specific packaging shorter visits for affluent but time- strategies, A Cultural Tourism Strategy was Historical, cultural and starved tourists; appealing to women as travel entertainment and leisure offerings informed by research on best practices from decision makers; moving beyond advertising as across a five-county region are available to online visitors of Philadelphia, St. Louis, Indianapolis, Pittsburgh, the sole marketing tool; and most of all, Chicago, Boston and Cleveland, among other www.gophila.com, due in large part appreciating that cities and the cultural and to the Greater Philadelphia Tourism U.S. cities. heritage attractions they hold are increasingly Marketing Corporation, which runs the centralized, integrated popular destinations for more sophisticated Although these experiences elsewhere are marketing program. Its work travelers. includes consumer research, data- informative, there is no one model for a mining, advertising and public relations. It also serves as a governance structure, marketing strategy or Market research is becoming less crude as cultural tourism program that can be adopted respected voice on regional technology facilitates the collection and sharing infrastructure issues. here in its entirety. There is also much to learn of consumer information among attractions GPTMC has been funded by a one- from the region's own experiences – positive and tourism promotion agencies. Much like and otherwise. The region must attempt to percent addition to the hotel sales Amazon.com uses one's taste in purchased tax. The William Penn Foundation synthesize its past experiences with the lessons books to pitch other titles with appeal, more funds GPTMC to work with the region's cultural organizations on it has learned from other U.S. metropolitan sophisticated tourism promotion agencies are regions to create a solution that fits Buffalo projects like the unique "Culture collecting and mining data and using e-mail Files" space on the website. Niagara. newsletters and other techniques to reach Many of the region's museums and qualified consumers. For example, a repeat Several stories from Philadelphia, Denver and historic sites are much more visitor visitor to a music festival might also return for ready, thanks to the Pew Charitable Washington are included in this section as a wine event. Knowing the lifestyle Trust's Cultural Leadership Program, a grants and capacity building sidebars. What follows is a summary of the characteristics of target markets allows emerging "state of the art" in cultural tourism initiative. Pew's three-year grants to promoters to place advertising dollars more nonprofits support not only artistic in terms of the approach and scope of such accurately. accomplishments, but also efforts, market research, brand management, operations and management packaging and programming, convention improvements. Brand is not a synonym for a slogan, a new marketing, infrastructure improvements, name for a region or the product name of any Once gritty Philadelphia is now product development, technology, funding and "hot" in the eyes of the creative attraction or collection thereof. A brand governance: class. GPTMC is leading a media involves the totality of emotions and pitch to convert graduates of the associations evoked by imagery associated with region's prestigious universities into approach and scope residents. The of cultural tourism the region. It is a promise of a certain type of development efforts has changed as the market The Greater Philadelphia Tourism Marketing Corporation has shown that development and marketing of cultural institutions is a crucial element in tourism development and vice versa – a valuable lesson for the Buffalo Niagara Cultural Tourism Initiative.

1 2 3

1 Liberty Bell “Philadelphia and Its Countryside” is Photo by R. Kennedy © Greater Philadelphia Tourism Marketing Corporation the name used by six visitor bureaus 2 Philadelphia Trolley Works in three states working together as Photo by Bob Krist © Greater Philadelphia Tourism Marketing Corporation the Greater Philadelphia Tourism 3 Valley Green Photo by R. Kennedy © Greater Philadelphia Tourism Marketing

Marketing Corporation. PHILADELPHIA Corporation

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experience delivered at a certain quality level. A Special events may come and go, but many brand is at the intersection between what cities are highlighting permanent attractions by Washington, D.C.: consumers believe about the region and what linking them to anniversaries or openings and Beyond the Monuments you want them to believe. Volvo wants car offering them as packages. In Washington, D.C., buyers to think safety. For Charleston, SC, think Cultural Tourism DC organized "Blues & historic southern charm. Each "firm" Dreams" around the 40th anniversary of the "I Millions of people visit the nation's understands the essence of its brand, works Have a Dream" speech by Martin Luther King, capital each year. Most head for consistently to manage it, builds a reality to Jr., capitalizing on two major shows at the the Smithsonian and the major support it and keeps it clear and consistent by Smithsonian Institution – one on blues music, monuments along the National taking charge of all communications that the other on Romare Bearden (see sidebar, Mall, missing out on the city’s many other cultural jewels. That's represent it. Even as advertising campaigns “Washington, D.C., Beyond the Monuments”). changing, thanks to Cultural come and go, the brand persists. From African American quilts at the Textile Tourism DC, "a non-profit coalition Museum to walking tours of Duke Ellington's linking you to Washington's heritage and arts." Packaging has become pervasive as travelers neighborhoods, visitors easily found a wealth with more money than time look for hassle-free of African American experiences. In April 2004 CTDC's staff works with 130 travel decisions and help in making the best the long-awaited World War II Memorial organizational members to take use of limited leisure opportunities. Packaging opened in Washington, D.C. A dozen or more advantage of upcoming "big events" through themed or linked runs the gamut, from all-inclusive offerings to cultural institutions offered exhibits, plays, programming and cooperative web-based, do-it-yourself packaging which musical performances and events focused on marketing. allow travelers to choose from a menu of period themes. These included tours of Eleanor CTDCs $1 million annual budget walking tours, museums, boat rides, zoos, Roosevelt's Washington, swing band concerts comes from its dues-paying restaurants, entertainment, transportation and and more. members, government, small accommodations. Pittsburgh's "Kidsburgh" businesses, the downtown package includes tickets to a half dozen Convention marketing business improvement district and has found an ally in a dozen foundations. Support is attractions, including the zoo, children's cultural tourism, too. Because organizations also provided by arts organizations museum and aviary and science centers. The increasingly depend upon conventions for large (The John F. Kennedy Center "Andy Warhol's Pittsburgh" package includes revenue, they take care to choose sites that will for the Performing Arts) and small (GALA Hispanic Theater). tickets to the Warhol Museum and the Carnegie appeal to members and produce heavy Museum of Art, a tour of Warhol's boyhood attendance. As cities compete, those that are When the World War II Memorial neighborhood and tickets for the nightlife known to be rich in cultural attractions have an opened in 2004, more than 60 of trolley – the UltraViolet Loop. Both packages the city's museums and edge. The twist in Philadelphia is that performance groups featured are available with or without hotel conventioneers receive advance materials from World War II-related exhibits and accommodations. programming as a result of Cultural Tourism DC's collaboration with the Washington, D.C. Convention & Tourism Corporation, which focuses on convention center bookings.

The success of the CTDC model – a dedicated effort with secure funding to focus attention on cultural attractions within the larger tourism system – suggests a similar approach might work here.

1 2 3

Cultural Tourism DC gets a million 1 Tour of Washington, D.C. dollars a year from dues-paying © Cultural Tourism DC ON, DC

T 2 Civil War Reenactment members, government, © Cultural Tourism DC foundations and the downtown 3 Cultural Tourism DC Website © Cultural Tourism DC ASHING

W business improvement district.

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famous natives like Kevin Bacon and Frankie architecture and neighborhoods. The Chicago Avalon promoting their favorite Philadelphia Architecture Foundation organized the tours, Metro Denver’s experiences, from mainstream museums to the trained 200-plus volunteer guides and Remarkable Italian Market to the Mummers Parade. produced the materials. Buffalo Niagara could take another cue from Chicago, which is Self-Investment Infrastructure has become a focus of attention. working to capitalize on its equally frigid In cities like Philadelphia, New York, Boston, reputation through "Chicago Winter Delights – Pittsburgh and Chicago, business improvement It's A Cool Place!," a series of activity-filled, Denver's Scientific & Cultural districts work to keep major tourist areas free themed weekend packages. Facilities District (SCFD), a seven- county funding district, pumps $35 of litter, graffiti and panhandlers. In million annually into Denver Washington and Philadelphia, tourism As in all industries today, technology is central organizations which "provide for organizations partnered with cultural and to cultural tourism. Tourism websites such as the enlightenment and heritage groups to develop walking trails www.visitpittsburgh.com, Washington D.C.’s entertainment of the public through...art, music, theater, marked by well-designed and informative map www.culturaltourismdc.org, Philadelphia’s dance, zoology, botany, natural panels. Signage is another part of the www.gophila.com and Buffalo Niagara’s history or cultural history" (see infrastructure picture – a seemingly simple but www.gobuffaloniagara.com use excellent www.scfd.org). actually major undertaking that requires many design and graphics to convey a sense of A 10-member board oversees sectors to work together. Pittsburgh, quality and excitement. Some offer dynamic distributions to three tiers of Philadelphia, St. Louis and Cleveland are good packaging: you can create your own itinerary recipients. In the top tier are four examples of cities where tourism interests have and hotel package online. Websites can become major regional organizations: Denver Art Museum, Denver helped to create well-designed, pedestrian-scale a tool for research (conducting pre- and post- Botanic Gardens, Denver Museum graphic systems that help people navigate on visit surveys) or promotion (pop-ups with of Nature & Science and the foot or by car. Buffalo Niagara messages could link to user Denver Zoo. Tier 2 includes regional organizations with travel inquiries). Websites can also provide a operating incomes above Product Development is a form of capacity platform for inter-organizational $900,000. Tier 3 includes nearly building. Well-traveled cultural and heritage communication and planning, as the Buffalo 300 smaller theaters, orchestras, visitors expect fresh experiences. Foundations Niagara Cultural Tourism Initiative itself has museums and art centers. in Cleveland and Philadelphia have demonstrated through its project website Metro citizens benefit from SCFD- contributed to the upgrade of key cultural sites (www.regional-institute.buffalo.edu/bncti). funded activities. More than 9 and the creation of more engaging exhibits at million people attended one or more of them in 2001. Because the museums. If you traveled to Chicago 30 years Funding is always a key issue. The most SCFD tax is a 'sales and use tax,' ago and were interested in architecture, you successful cultural tourism efforts enjoy secure, almost 900,000 out-of-state were on your own. Today, visitors have a long-term and dedicated revenue streams. But visitors help defray the cost by choice of more than 30 guided tours of spending millions on tourism. the sources vary. Cultural Tourism DC gets a Sponsors say SCFD has helped make Colorado a great place to live, work and play.

Leaders in Denver understand what the Buffalo Niagara region Denver provides $35 million needs to learn: growth in cultural tourism depends on development a year for cultural tourism of cultural institutions into visitor- ready attractions. Providing development and promotion adequate and predictable funding from a seven-county sales and on a rational, equitable and transparent basis is critical to that 1 use tax. process.

1 Coors Field © Denver Metro Convention & Visitors Bureau 2 The Pavilions © Denver Metro Convention & Visitors Bureau 3 Denver as seen from City Park © Denver Metro Convention & DENVER Visitors Bureau

2 3

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million dollars a year from dues-paying Other Organizational members, government, foundations and the downtown business improvement district. Models in Philadelphia passed a one-percent increase in Buffalo Niagara the hotel sales tax at the urging of the hotels themselves (see sidebar: “Greater Philadelphia!”). Denver provides $35 million a year for cultural There are many governance tourism development and promotion from a models in Buffalo Niagara which seven-county sales and use tax (see sidebar: can inform this initiative and its ultimate organizational structure. "Metro Denver's Remarkable Self-Investment"). The Greater Buffalo-Niagara Increasingly, public funding streams are tied to Regional Transportation Council is performance measures, as Missouri has done an interagency transportation and Pennsylvania intends to do. Arts, culture, planning group that establishes policies and programs for the historic and natural venues enjoying new Website of Greater Buffalo-Niagara Regional Transportation region (see www.gbnrtc.org). Its investments are likely to measure up because Council © GBNRTC policy board and planning and they are more attractive and better known. coordinating committee, composed of several key Governance that spans political boundaries is implementing agencies, improve nonprofit business practices; and aggressively reaches out to increasingly important. Because the major looking for an appropriate organizational home citizens. A strong professional funding source often involves local or county staff helps the agency carry out its for their initiatives. broad coordinating role. The government, visitor bureaus tend to compete GBNRTC is funded by federal with each other more than they cooperate. Yet, Two promising organizational models are to be highway and transit agencies. visitors do not plan their vacations within found right here in our own region: The county lines; they plan by region, or by events Similarly, the Buffalo Niagara Greater Buffalo-Niagara Regional and attractions. Marketing that takes such Medical Campus combines strong Transportation Council, which addresses leadership by stakeholders and visitor behavior into consideration is becoming transportation issues on a regional level, and dues-paying members – Kaleida more widespread. For instance, "Philadelphia Health, Roswell Park Cancer the Buffalo Niagara Medical Campus, which and Its Countryside" is the name used by six Institute, Buffalo Medical Group, integrates neighborhood organizations and Hauptman-Woodward Medical visitor bureaus (in three states) working businesses into the medical campus' decisions Research Institute and the together as the Greater Philadelphia Tourism University at Buffalo – with (see sidebar: "Other Organizational Models in Marketing Corporation. structured participation by a wide Buffalo Niagara"). variety neighboring organizations and businesses (see Organizational structures are changing to meet www.bnmc.org). A small, dedicated professional staff new realities. In Washington, D.C., the visitors’ carries out critical work in physical bureau is responsible for keeping the new planning, development and convention center booked while Cultural maintenance of the campus; Tourism DC handles marketing the city to the assistance to adjacent neighborhoods; promotion of independent traveler – not an unusual division entrepreneurial spin-off activities; of labor. In Denver, cultural attractions are and support for core missions of categorized as Tier 1, Tier 2 and Tier 3 by the the member organizations. size of their budgets; they receive support accordingly.

Across the continent in cities as diverse as Dallas; Toronto; Mobile, AL; Albuquerque, NM; and Vancouver, WA, cultural tourism organizations are addressing similar challenges in common ways: providing dedicated staff to do critically important work that is no one else's job; constructing broadly representative boards to sustain political and organizational support; improving research on culturally motivated visitors; resolving to measure progress against concrete benchmarks and track economic impacts; involving key community leaders to move fundraising forward; providing training to

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BNCTI V. STRATEGY

The strategy for developing cultural tourism in assets in development and major Buffalo Niagara is the outcome of a two-year improvements to existing resources under way. planning process undertaken by arts, cultural This strategy seeks to position these attractions What Do These and tourism stakeholders. It puts forth a three- and events as centerpiece features of Words Mean? pronged approach: coordinated, or clustered, cultural tourism programming, and as focal points for attracting 1. Coordinated programming. visitors to the Buffalo Niagara region. It is Leverage the A “centerpiece” attraction is not drawing power of many of the region's essential to tap in a timely fashion the full merely a major venue or event. It distinguished cultural venues and special potential of any cultural tourism happening or must be one of such significance events to attract a wider audience and asset likely to capture media attention and beyond our immediate region that it generates widespread interest expand visitation to these specific attractions more visitors from beyond our regional and national media attention. It and the region’s wider range attractions, borders. must be truly “world class.” cultural and otherwise. Many attractions and events in Buffalo Niagara Being world class in this regard means, of course, that the venue's 2. Targeted marketing. Coordinate promotional would serve as ideal centerpieces to anchor a persons, stories or events are of a resources and build research-based multi-year cultural tourism program. The certain significance. It also means marketing strategies to support cultural sequence of centerpiece and coordinated that the quality of the venue or experience is of the highest order. tourism programming, penetrate niche programming would gradually build the entire markets and expand market share. cultural tourism system through capacity “Experience clusters” encompass building and infrastructure improvements. those attractions that are related Possible centerpieces include: the opening of substantively or thematically to the 3. Systemic improvement to the cultural tourism centerpiece. BuildingsbyLouis system. Develop the support structures for Frank Lloyd Wright’s Darwin D. Martin House; Sullivan, H.H. Richardson, Eliel cultural tourism organizations and the entire the centennial of the Niagara Movement, Saarinen, EB Green and others are precursor to the NAACP; dedication of the linkable in this way to works by system. These include data collection, Frank Lloyd Wright. This would be administrative efficiencies, technology new visitor's center at Old Fort Niagara; the case as well for exhibits, applications, transportation and signage, completion of the Erie Canal developments performances and events with an capital improvements, education and training and major renovations at the Buffalo Zoo. architectural theme. Major exhibits of visual arts or natural history, and research. But not everything that a visitor and festivals of music, theater, literature or comes to experience is part of an a. Coordinated programming: dance are also potential candidates for experience cluster. Visitors may centerpiece attractions. attend a professional sporting Leveraging our best assets event, enjoy live music at a club or concert, play golf, tour wineries or Whether ongoing attractions or one-time see Niagara Falls. They may also Buffalo Niagara already has several high profile special events, these attractions are necessary dine out or stay in area hotels. events on the horizon, many significant new as part of an effort to break down the Such attractions can be promoted and packaged, but they stand behind the centerpiece and experience cluster attractions.

Centerpiece attractions might “Asset Families” Buffalo Niagara’s many arts, include major exhibits of visual culture and heritage resources arts or natural history and major make it easy to group them into major asset families. Some festivals of music, theater, examples include:

literature or dance. • Architecture 1 • Performance Theater • African-American Experience • War of 1812/Historic Battles 1 Old Fort Niagara • Landscapes and Nature © Buffalo Niagara Convention • Natural History & Visitors Bureau • Maritime History • Visual Arts 2 Underground Railroad Re- • Native American Heritage Enactment, Motherland • Sports Connextions • Wine/Food © Buffalo Niagara Convention & Visitors Bureau

3 Albright-Knox Art Gallery during the Pan-Am Exhibition 2 3

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 16

...it is likely that the first cycle of “The Wright Stuff” programming will make the opening of the Darwin D. Martin House a centerpiece, with the experience cluster featuring other Frank Lloyd Wright buildings, the Roycroft Inn and perhaps Conversations are already taking 1 place to create the first in a series masterpieces by H.H. Richardson, Louis of centerpiece attractions and related experience clusters around Sullivan and others. Venues such as the Frank Lloyd Wright's Darwin D. Albright-Knox Art Gallery should also be Martin House starting in 2005. engaged. 1 Graycliff Mansion The venue partners, including the Martin House Restoration Corporation, the Albright-Knox Art 2 H.H. Richardson Towers Gallery, owners and promoters of Buffalo's other great architectural treasures and Buffalo Niagara 3 Darwin D. Martin House Convention & Visitors Bureau, are © Buffalo Niagara Convention capable of putting together a great & Visitors Bureau program. 3 With A Cultural Tourism Strategy, 2 organizers of the program will have dedicated professional staff to perceptual barriers that prevent visitors from acknowledged throughout this strategic help develop and manage the coming here. Indeed, they have the power to project, practical implementation is absolutely program; convene key participants; conduct, analyze and draw those who otherwise may not have essential to make the entire effort worthwhile. share research; create related considered Buffalo Niagara an appealing programs, packages and marketing tourist destination. And once here, these Given ongoing fundraising, construction and campaigns; address infrastructure product development efforts, it is likely that the issues that bear on the attractions; visitors would be invited to experience other and evaluate programming and related attractions and enjoy anything else in first cycle of programming will make the estimate economic impact. the region that may be of interest. Such opening of the Darwin D. Martin House a attractions would be packaged into experience centerpiece, with the experience cluster A Cultural Tourism Strategy will also help smaller cultural venues clusters focused around the centerpiece to featuring other Frank Lloyd Wright buildings, and other tourism interests join in enrich and expand the visitor’s experience in the Roycroft Inn and perhaps masterpieces by the programming. To some extent the region. For instance, visitors to H.H. Richardson, Louis Sullivan and others. this amounts to "piggybacking" on Venues such as the Albright-Knox Art Gallery the major attractions. But the Underground Railroad exhibits at the Jesse participation of smaller, high- Nash house on Michigan Avenue in Buffalo should also be engaged. It must be understood, quality, local attractions can make would likely also visit the Colored Musicians’ however, that this will be only the first cycle of the collective product more robust Club or interpretive sites at the Old Customs programming, and others could feature the Erie and appealing. House in Niagara Falls. Those interested in Canal, visual and performing arts and the Indeed, visitors want to know there Frank Lloyd Wright might also stay to Underground Railroad. Others will follow as is more to the story. Examples of experience the works of Louis Sullivan, H.H. they become visitor ready. these connections could include promoting architectural Richardson, Frederick Law Olmsted and photography by local artists at the others. The scope of the experience cluster b. Targeted marketing: CEPA Gallery, or even directing would predictably extend beyond cultural, arts Leading with research visitors to the Buffalo Zoo, which is and heritage experiences to include Niagara one block away from the Darwin D. Martin House. Falls, sporting events, restaurants, clubs, amusement parks and shopping. A Cultural Tourism Strategy also calls for linking coordinated programming to targeted To illustrate the concept of coordinated marketing. At the core of this strategy is programming, potential examples are provided matching a compelling message – the “hook" – as sidebars ("The Wright Stuff" and "Erie Canal? to worthy centerpiece attractions in a way that The Avant Garde? Underground Railroad?"). Each would generate national or regional publicity cycle of coordinated programming will need to and interest and allow for the design of be planned in detail by the participating targeted marketing efforts. institutions. The examples below, therefore, are necessarily suggestive until the recommended Other cultural institutions could harness their planning process is conducted. As own efforts to the drawing power of

17 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

centerpiece attractions as they see fit, mounting c. Systemic improvement: related exhibits or events, joining a shared promotion initiative, participating in a package Filling the gaps offering, coordinating scheduling with the centerpiece, or simply carrying on as usual. Finally, the strategy intends to connect Participation would be welcome, but never coordinated programming and targeted mandatory. marketing with an organized approach to building the support structure for cultural Specific marketing strategies should be tourism organizations and the system in which generated by an analysis of potential they function. This is an important part of the centerpiece and experience cluster offerings as strategy, as it delivers benefits to all cultural, informed by ongoing market research and arts and tourism venues, regardless of their post-program evaluation. The target audience participation in the experience cluster. This for an exhibit of robots at the Buffalo Museum structure for ongoing, systemic improvements of Science or the unveiling of a new aquatic for cultural tourism should focus on filling the Once here, visitors mammal habitat at the Buffalo Zoo would be critical gaps in cultural tourism. These gaps, would be invited to which are reviewed in detail in Section III of different from the target market for a special experience other this report, are as follows: exhibit on Abstract Expressionism at the related Albright-Knox Art Gallery or the opening of a attractions...which new wing of the Burchfield-Penney Art Center. • Long-term planning on a region-wide basis; would be coordinated Marketing messages and media would likewise • Improvements to infrastructure; be different for each. • Conducting research, evaluating programs around the and strategies; centerpiece to enrich Several generic strategies, however, should be • Providing education and training services; and expand the developed. The first involves programs, • Identifying and learning from best practices; visitor’s experience. messages and media for encouraging long- • Applying technology; distance Niagara Falls tourists to visit other • Fostering collaboration; regional attractions. A second should focus on • Pursuing shared services; attracting a national audience of cultural • Improving cultural tourism governance. tourism visitors through centerpiece promotions. A third should concentrate on These gaps would be filled as coordinated drawing visitors from a broad regional market programming and targeted marketing efforts – "the rubber-tire traffic" – in Cleveland, progress. At the same time, a stronger Pittsburgh, Toronto and upstate New York. foundation for the cultural tourism system would bolster subsequent coordinated In each case, however, the region needs to programming and targeted marketing efforts. Consider, for instance, that each program cycle convene potential partners, analyze and 1 present relevant research and negotiate agreed would require advanced planning, upon marketing strategies and programs among the participants. It is essential that these synergies not be missed or potential conflicts left unresolved. With strong coordination the program can deliver growing audiences to the centerpiece attractions, experience cluster venues and all tourism sites.

2 3

1 WNED Buffalo Niagara Guitar Festival © Buffalo Niagara Convention & Visitors Bureau

2 Lockport Locks & Erie Canal Cruises © Buffalo Niagara Convention & Visitors Bureau

3 Artpark Theatre © Artpark & Company, Inc.

4 Shakespeare in Delaware Park © Buffalo Niagara Convention & Visitors Bureau

5 Buffalo Zoo 4 5

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 18

collaboration and coordination among the the region. And the region will never run out of Erie Canal? region's cultural, arts, heritage and tourism new centerpieces as long as it continues to The Avant Garde? organizations, staged investments in featured invest in cultural facilities, exhibits and events. venues and overall work on visitor readiness Underground Railroad? and tourism infrastructure. Each cycle would As an iterative process, A Cultural Tourism produce data and generate research to assist in Strategy is designed to produce growing the evaluation of attractions and the organizational capacity, expand market The Buffalo Niagara region has formulation of subsequent marketing strategies knowledge, widen cooperation, improve visitor more potential world-class stories to reach target audiences. This same information experiences, expand audiences and revenues, and attractions than most places. would be valuable in conveying to the region and build an increasingly more favorable But realizing that potential requires long-range planning, the value of arts and cultural institutions as regional image and stronger brand. As each major investments and much economic development assets. Indeed, ongoing cycle of programming reinforces individual teamwork. promotional programming, venue attractions and the critical infrastructure needs

For instance, several Erie Canal improvements and increased visitation would of the cultural tourism system, the industry’s developments are in "the pipeline" reinforce Buffalo Niagara's brand identity as a overall base will deepen. Likewise, as each but still several years from place that offers quality cultural, artistic and targeted marketing program highlights new completion. The story more than heritage experiences. assets and draws in new visitors, the overall meets the test of being "world class." But to create such an regional brand will become increasingly attraction, other events in the Efforts should also focus on building capacity at associated with a top-tier tourism experience. canal area need to take place. For the organizational level through training and instance, the canal’s historic Commercial Slip would need to be education, board development and strategic completed, related interpretive capital improvements. In addition to these facilities constructed, and perhaps specific efforts, individual cultural organizations a new Buffalo & Erie County would be expected to gain strength as the Historical Society developed nearby. Also, Bass Pro Shops has system for cultural tourism in the region made official its plans to develop improves. All venues benefit from increased by 2007 a $123 million retail traffic, a coordinated governance structure, and complex in this area. Certainly there is the potential for a better transportation, signage and data powerful synergy of attractions. collection. Moreover, the strategy presented here is sustainable. Experience cluster attractions But planning for programming and improve as they strive to meet new demands. marketing to showcase the entire canal package of attractions Past centerpieces become stronger resources for should begin now. Also, its not too early for others to consider related exhibits, performances or events that could accompany unveiling the Erie Canal.

A less capital-intensive The scope of the experience cluster centerpiece and experience cluster would predictably extend beyond might celebrate Buffalo's historic involvement with avant garde art, cultural, arts and heritage experiences highlighting the Albright-Knox Art to include Niagara Falls, sporting Gallery's collection of modern art, events, restaurants, clubs, amusement celebrated artists who emerged at Hallwalls Contemporary Arts parks and shopping. Center, or a retrospective on the tenure of Lukas Foss at the Buffalo Philharmonic Orchestra. 2

1 Seneca Niagara Casino © Buffalo Niagara Convention & Visitors Bureau

2 Niagara Falls © Buffalo Niagara Convention & Visitors Bureau

3 Buffalo Sabres © Buffalo Niagara Convention 1 3 & Visitors Bureau

19 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

BNCTI VI. IMPLEMENTATION a. Organizing for Implementation: • Create a preliminary business plan that Performance-based details proposed membership/staff Buffalo Niagara’s qualifications and responsibilities; annual Commitment to leadership and collaboration expenditures for personnel, supplies and services; and conceptual design proposals for Culture and Tourism Following stakeholders’ development of the performance measures; cultural tourism strategy, a small working Local governments and area group of funders, government representatives • Develop an approach to long-term funding, foundations continue to commit and key cultural and tourism groups began a including an estimate of total revenue substantial resources to cultural, process of formulating a structure for required and a proposal for other dedicated arts and heritage organizations in Buffalo Niagara. implementation of the plan. These focus groups sources. have concentrated on responding to the ideas Erie County provided about $20 and concerns of cultural tourism stakeholders Based on these principles and the fundamental million in direct aid in 2003, 25 percent of which was distributed to with a practical plan for the strategy’s tenets of A Cultural Tourism Strategy, a bilateral individual organizations through implementation, working to ensure that the structure that focuses on the two primary the independent Erie County vision of the stakeholders is turned into reality, components of the cultural tourism system – Cultural Resources Advisory Board. and that their plan does not join the ranks of marketing and asset development – as well as The county’s public benefit fund was the source of about $3.5 others gathering dust on a shelf. the infrastructure needs within each, has been million, mostly for promotional proposed as a three-year pilot for activities. The capital budget As determined by stakeholders, a prerequisite implementation of the strategy. This model provided another $5 million to cultural tourism-related venues in for the success of the implementation structure recognizes the different but complementary 2003. About half of the Erie County is active leadership by professionals directly natures of marketing and asset development hotel bed tax – $2.9 million in responsible for developing cultural tourism. (outlined in the table below), and that each must 2003 – went to fund operations of Also critical is support from key partnerships be improved if cultural tourism is to be the Buffalo Niagara Convention & Visitors Bureau. and new financial resources to commit toward effective in Buffalo Niagara. additional or improved In Niagara County a hotel bed tax capacity. Given the scarcity generates roughly $1 million a year Marketing Asset Development for the Niagara Tourism and of new funding and the Convention Corporation. Niagara plethora of ongoing efforts, County municipalities also provide collaboration and improved Tourist-focused (out of area, likely to stay in Visitor-focused (residents plus tourists, some support. hotel) 1 sustainable audiences) coordination must be a The region’s private foundations focus of the implementation Data-driven – macro level, across Data-driven – micro level, specific to organizations and genres (“mines data”) 2 organization and genre (provides data to macro) are among the strongest structure. Moreover, any champions of culture and tourism new organizational Top-level community infrastructure 3 Internal organization infrastructure in Buffalo Niagara. In 2002, The (street signs, languages, transport, etc.) (systems and processes, management) John R. Oishei Foundation structure for cultural delivered $1 million to cultural tourism would be required High return, short period 4 Incremental return, longer period organizations and related projects, to satisfy the following key while The Margaret L. Wendt requirements: “Culture-plus” packages, ready now, Art according to mission, offered in Foundation pumped $5 million in including “other-than-cultural” assets 5 collaboration cultural funding into the region in 2001, largely for the restoration of • Develop an approach that Primarily concerned with high-ticket, Primarily focused on strengthening the Darwin D. Martin House. high-draw, “first-tier” culturals already critical “second tier” organizations that addresses cultural prepared to anchor 6 provide full “cluster” experience Independent Health, M&T Bank, the Community Foundation for tourism as a distinct focus Greater Buffalo, the Statler rather than only as a Foundation and HSBC Bank are subset of broader tourism development In this structure, asset development is seen as a also important financial backers for activities; separate activity that works directly with arts, culture and tourism. marketing to provide viable, fuller tourism For the most part these funding • Form a structure of governance and an packages that can be marketed regionally and streams are directed either at approach to implementation that ensures full to key identified external markets. “First-tier" tourism promotion or the operations and capital needs of involvement by relevant actors in both Erie organizations which are more advanced as a cultural groups, but not for cultural and Niagara Counties, including the full group in terms of visitor readiness will likely tourism per se. range of cultural, arts and heritage be more prepared to work with immediate organizations; all segments of the tourism priorities for cultural tourism marketing, As this strategy goes to print, Erie and Niagara Counties are facing industry (promotion, hospitality, although many could benefit from some degree extraordinarily difficult fiscal transportation and others); businesses; of capacity building. However, more critical is dilemmas. The ramifications of government; philanthropy; and education; organizational development of "second-tier" their budget deliberations will doubtless significantly affect the groups, which vary widely in their strengths future of cultural tourism funding.

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 20

• Cultural Alliance of CULTURAL TOURISM Niagara, Chair Geographic Scope: Erie and Niagara Counties (in context of larger region) • Corporate Funders (e.g., Strategy: (1) Fill gaps; (2) Measurably move forward, meet potential for cultural venues, M&T Bank, Independent tourism, economic development, quality of life Health) • Private Funders (e.g., The John R. Oishei Foundation, CT Oversight and Advisory Council The Margaret L. Wendt (board and executive level) Foundation) • Public Funders (Erie County, Niagara County) Marketing Asset Development • Erie County Cultural (BNCVB, NTCC) (Regional Asset Development Coordinator – reports to Oversight and Resources Advisory Board, • Filling the gaps (system-level Advisory Council – in conjunction with Chair

infrastructure, signage, data, etc.) CT Working Group umbrella arts groups, academic • New York State Council institutions, others.)

• Big Picture (connection to tourism, (prof. staff) on the Arts, Representative

hospitality) • Board Chairs – Buffalo ¬ ¬ • Build Capacity, Visitor Readiness

Niagara Convention &

• Promotion/Packaging/Branding • Organizational Infrastructure (data

• Experience Clusters collection, etc.) Visitors Bureau; Niagara

¬ ¬ Tourism & Convention

• Cultural Tourism Committee ¬• Capital Needs Corporation ¬ ¬ • Consulting to strengthen organizations, board development, Working with the Advisory ¬ budgeting, etc. Council will be the Cultural Tourism Working Group ¬ consisting of professional staff from cultural, arts and STRATEGIC PLAN STRATEGIC PLAN tourism organizations in Erie and Niagara Counties, and focusing on day-to-day implementation tasks. but are essential to development of a diverse Integral to the Working Group will be a cultural tourism program. Regional Asset Development Coordinator, a new position created solely to build the capacity Actual implementation will be monitored by a of arts and cultural groups by assisting them Cultural Tourism Oversight and Advisory with organizational assessment, access to Council, composed of board- and leadership- resources and materials, and appropriate level representatives from cultural, arts and training and consultation. The coordinator will tourism organizations, as well as government report directly to the Chair of the Advisory and funding entities from both Erie and Council (see Appendix E for a more detailed job Niagara Counties. The Advisory Council will description and references to a similar capacity provide policy perspective and coordinate the building model in the region). An administrative resources for implementation of A Cultural assistant will provide support both to the Tourism Strategy. coordinator and the Advisory Council. Again, considering collaboration across geographic and The structure is designed to facilitate sector boundaries, recommendations for the collaboration between Erie and Niagara Working Group’s membership include: Counties and across the broader binational region, and to forge connections between • Regional Asset Development Coordinator different sectors related to cultural tourism, • Buffalo Niagara Convention & Visitors Bureau, including economic development, government, Niagara Tourism and Convention Corporation, philanthropy and education. Accordingly, Marketing Directors suggestions for the Advisory Council’s • Binational Tourism Alliance, Representative membership are as follows: • Arts Council in Buffalo & Erie County, Representative • Cultural Tourism Committee, Chair – Buffalo • Cultural Alliance of Niagara, Representative Niagara Convention & Visitors Bureau

21 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

• Erie County Cultural Resources Advisory implementation tasks, an initial set of priorities Board, Staff Member follows as a specific example of the short-term value of the strategy and organizational In terms of a marketing focus, the Advisory approach. Of course, one of the first challenges Council and Working Group will collaborate of implementation will be to catch up with with the region's promotional groups, planning for the first cycle of coordinated primarily the Buffalo Niagara Convention & programming already well under way. Visitors Bureau (BNCVB), especially its Cultural Tourism Committee, and the Niagara b. Recommendations: from Tourism and Convention Corporation (NTCC), strategy to action to build the Buffalo Niagara brand as a tourism destination through the development, promotion and packaging of asset clusters. It is The following is an outline of the specific also a goal to position these cultural tourism responsibilities of the Advisory Council and efforts within the bigger picture of tourism. As Working Group. Primarily, they are to work a result, these promotional agencies are ideally together to oversee and coordinate a positioned to link cultural tourism clusters governance structure for cultural tourism, and with other tourism and hospitality resources. to establish a forum for communication, coordination, collaboration and long-term The Advisory Council and Working Group will planning that engages all relevant and partner with promotional and cultural interested parties. organizations to fill gaps in marketing data collection and analysis and performance A priority for implementation will be measurement. Improvement of system-wide coordinating the development of programming infrastructure, such as signage and cycles, targeting marketing efforts and transportation, will also be a priority. infrastructure improvements related to each through collaboration with the region's On the asset development side, the Advisory tourism, arts, culture, heritage, economic Council and Working Group will link with development and marketing organizations. umbrella cultural groups academic institutions These three components of the strategy are and relevant marketing associations to build outlined as follows: the capacity of individual cultural, arts and • Organize multi-year, coordinated heritage groups through training and programs of cultural attractions linking assistance with program development, the best cultural venues and events in our financial stability and board strength. region ("centerpieces") with other related Infrastructure improvements at the attractions of excellence ("experience organizational level – including data collection clusters") to draw visitors from our region and capital improvements – will be an and beyond. important focus of asset development. • Develop targeted marketing for coordinated programming that is There is no question that continued planning strategically aimed and research-driven, and strategy development should be a coordinates promotional activities and perpetual part of the cultural tourism system in reaches a broad market, including the region, but as a part of practical identifiable niche markets. implementation, not just continued planning. It • Promote infrastructure improvements at is anticipated that as a part of the transition the systemic and organizational levels. from planning to implementation the work of For instance, capacity building for the Steering Committee of the Buffalo Niagara cultural, arts and tourism venues could Cultural Tourism Initiative will conclude as the include capital improvements, board focus shifts to the new organizational development and financial/budgetary approach. training. Enhancements to system-wide infrastructure should work toward filling A Cultural Tourism Strategy proposes a wide current gaps in research, data collection, spectrum of goals to serve as the general education and training, transportation, context for implementation of the strategy over information infrastructure, planning and the long term. To assist with initial capital budgeting.

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 22

In its implementation of the strategy and each using shared promotional messages to reach cycle of coordinated programming, the potential visitors; Advisory Council and Working Group are to • Create a comprehensive media relations maintain both the perspective of the entire campaign to generate national and regional cultural tourism system as well as the publicity that reinforces targeted messages; individual organizations within that system. • Design promotional programs to allow Also, these groups must keep in mind their role cultural institutions – regardless of their as the region's vehicle for long-term cultural inclusion in the "experience cluster" – to link tourism planning and development. Indeed, their own efforts to the coordinated program; implementation activities should be seen in • Develop a long-term research program and relation to the broader mission of cultural the capacity to support planning for tourism promotion in the region: generate subsequent centerpiece/experience cluster greater strength and stability for cultural programs, including cooperative organizations, expand opportunities for arrangements to collect, analyze and share individual artists, grow the regional economy, data on a regional basis. enhance community quality of life, and improve the region's image and identity. Systemic Improvement

The initial specific responsibilities and • Identify and coordinate priority venue- and recommended actions of the Advisory Council event-capacity building and system and Working Group are outlined according to development investments; create a long-term the three-pronged strategic approach: workplan for system development. These efforts should be placed in the context of the Coordinated Programming current gaps in the Buffalo Niagara cultural tourism system: • Designate the Frank Lloyd Wright Darwin D. Martin complex as the "centerpiece" for the 1) Develop infrastructure for cultural tourism, first cycle of coordinated programming, working to create and maintain the systems timed to coincide with the 2005-2006 opening that connect venues to one another and of the restored complex; deliver visitors to the doorsteps of the • Coordinate with the cluster of people and region's attractions; groups already engaged in the Martin House 2) Coordinate education and training to ensure initiative; regional institutions can satisfy the emerging • Identify other venues and events to include needs of the cultural tourism system for in the related "experience cluster" by virtue of qualified workers, managers and leaders; thematic or geographic relation to the Martin 3) Conduct research through a system for House (e.g. other historic architecture, the collecting, analyzing and sharing Buffalo Zoo, Shakespeare in the Park, etc.); information on a regional basis, coordinating • Identify other tourism attractions and the region's existing data collection efforts support services to incorporate in the and developing new ones as needed (see coordinated program (professional sporting Appendix D, “Measuring Performance”); events, wineries, Niagara Falls, musical clubs, 4) Collect and share best practices from other hotels, restaurants, etc.); regions and our own on effective techniques • Develop a "template" for future coordinated and strategies for developing cultural programming efforts that includes criteria for tourism; choosing centerpiece attractions and 5) Apply technology, including websites, experience cluster venues and a process for databases, telecommunications and other experience cluster development. systems to help individual organizations and the entire sector communicate with potential Targeted Marketing markets, serve audiences, evaluate performance and conduct research; • Identify specific target markets for the initial 6) Provide shared services such as ticketing, centerpiece and its related attractions using payroll, insurance, purchasing and research existing research and new research as to save organizations money and time and necessary; improve the efficiency of the cultural • Develop a marketing campaign aimed at tourism system. identified market segments and "niches"

23 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

Performance Measurement the perceptions of the region as a tourist destination, should be clearly outlined and The Advisory Council and Working Group are regularly monitored. to closely monitor their performance in terms of their effectiveness both as implementing Following implementation of these programs entities of A Cultural Tourism Strategy and as and investments, participation and success catalysts for the broader success of regional should be measured against quantifiable asset development and marketing efforts. Such benchmarks outlined at the outset (for more assessments should take place regularly and information, see Appendix D, “Measuring systematically throughout the entire three-year Performance”). pilot period. c. Funding: Sustaining cultural Measures of success for asset development efforts in the implementation of A Cultural tourism development Tourism Strategy are to be guided by the goals of 1) strengthening and building cultural Of course ultimate success – and achieving the capacity to sustain operations and serve vision of Buffalo Niagara as a world-class audiences, and 2) preparing cultural, arts and tourism destination – requires the commitment heritage organizations for tourism of resources to sustain this work over the long- receptiveness. The Advisory Council and term. While the region now commits Working Group will assess targeted cultural, substantial resources to both tourism arts and heritage groups in terms of their promotion and to the sustenance of arts, performance in key indicators of financial cultural and heritage organizations, there is a strength, strategic directions and visitor- clear need for additional funding specifically readiness using clear benchmarks and newly for cultural tourism. Indeed, in light of the developed systems and sources of information. great potential of cultural tourism, it must be They will also need to determine priorities for said that the pursuit of this mission is key capacity building investments and uncoordinated and in many respects establish programs and strategies for reaching significantly underfunded. those benchmarks. Financial support for this strategy should come The region must also be able to measure its from both existing sources and from new and success in the development of the cultural previously untapped sources. In any event, tourism market. The following goals should cultural institutions cannot be expected to guide these efforts: 1) attract larger audiences divert current resources from basic operations to the region and its cultural and tourism to fund the strategy. Success for A Cultural attractions, 2) reach new markets, 3) improve Tourism Strategy must depend in large measure the image of Buffalo Niagara as a tourism on a predictable and adequate source of destination and, 4) improve data collection and funding. Sources might include a dedicated analysis efforts, information sharing and portion of the bed tax and/or sales tax; a message coordination. The Advisory Council multi-year gift from a major foundation or and Working Group should first determine group of philanthropies; discretionary funds marketing priorities, including markets to from local government; contributions from target, data to collect, infrastructure corporate sponsors; or perhaps a small improvements to make and technology surcharge on Niagara River bridge crossings. It applications to develop. Such prioritization is likely that a combination of these sources should be based on an evaluation of the will be used. Further support should come region's current approach, and in consideration from the earned revenues of participating of asset development efforts for Buffalo cultural organizations. Niagara's cultural organizations. Any new or reformed marketing initiatives should It has been estimated that the Advisory coordinate with existing efforts to ensure the Council and Working Group will operate region is moving toward its broader cultural under an annual budget of about $210,000 tourism marketing goals. Benchmarks for which would cover the salaries of the Asset success, such as economic impact, the quantity Development Coordinator and a part-time and quality of visitation and related data and administrative assistant, and would include

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 24

$100,000 for training subsidies for capacity implementation structure’s entire three-year building services and consultation. The budget pilot to give the effort stability and time to would also cover supplies such as computers mature. and telephones, Internet access, meeting and training support and travel. These funds It is important that the Advisory Council and should also subsidize preliminary Working Group develop formal financial implementation efforts, including the statements, including operations pro formas, development of a short-term business plan, forecasted income statements, balance sheets, convening participants for the first cash flow statements and capital expenditure programming cycle, establishing specific staff budgets (as appropriate). It may make sense to performance standards and drafting funding detail revenues and expenditures on a monthly proposals. It is certain that more funding will or quarterly basis for the first cycle before be needed to support the Advisory Council and converting to annual figures. Of course, the Working Group in the specific development of projections should match the funding requests coordinated programming, targeted marketing and the categories detailed in the efforts and infrastructure improvements. These implementation section; any inconsistencies must be funded separately, through special undermine credibility. joint programs or initiatives, or through the existing budgets of participating organizations.

Whatever source or sources are identified, funding should be pledged for the

...MOVING FORWARD

A Cultural Tourism Strategy should be viewed investment will not allow us to change the as a beginning, not an ending. A clear and status quo. compelling strategy is one of the first prerequisites for fulfilling the potential of We also need the courage to go beyond our cultural tourism for our region, as it studied habits of work and existing represents significant agreement among the organizational boundaries to engage a truly region’s cultural tourism stakeholders about new process of collaboration. The old ways will vision, goals and the practical steps to be not work. The new ways we have begun to taken. But the hard work of implementation create will. remains before us and must be addressed aggressively and in unison. The potential for cultural tourism development – to strengthen cultural institutions, to expand Indeed, there are several other ingredients – opportunities for expression, to grow our perhaps intangible ones – required for economy, to improve our image and to success. Foremost among these is courage. enhance our quality of life – is enormous, We need the courage of our convictions that perhaps even greater than we understand. We greater investments in cultural tourism will have already begun working together to make bring significantly greater returns. this potential real. It is time to continue. Maintaining the current level of effort or

25 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

APPENDIX A BNCTI CULTURAL TOURISM AND RELATED CAPITAL INITIATIVES

PROPOSAL COST STATUS

Bass Pro Shops is considering building a more than $123 MILLION, Expected completion of complex $100 million retail complex on the Erie Canal Harbor. $60 million of is 2007. The project would convert the former Memorial which has been

PRO Auditorium into a 150,000-square-foot sporting goods committed in S store, a Great Lakes-themed museum, restaurant and federal, state and AS OMPLEX hotel. The project also would include a parking garage local dollars. B C and other transportation infrastructure improvements.

The H.H. Richardson-designed complex, the former $100 MILLION Funds included in 2004 State of New Buffalo State Hospital, will be restored. In addition to York budget. an expanded wing of the Burchfield-Penney Art Center,

SON the complex could house schools, a Buffalo State College teacher-training center, and art and performance studios. OMPLEX H.H. RICHARD C

USA Niagara Development Corp. is working with $70-$80 MILLION $10 million pledged by New York community leaders to develop in Niagara Falls the (preliminary State. Additional feasibility studies Niagara Experience Center, an interactive tourism center estimate) ongoing. and museum. OPMENT NIAGARA A ORP US DEVEL C

THE The Buffalo Zoo has planned major facility and exhibit $64 MILLION Under construction; BUFFALO renovations. 2010-2012 completion expected ZOO

AQUARIUM The Aquarium of Niagara will either upgrade existing $52 MILLION Feasibility study ongoing OF NIAGARA facility or develop a new facility at the site of the proposed AquaFalls near the Rainbow Bridge in Niagara Falls.

The Western Erie Canal Heritage Corridor Planning $50 MILLION Study completed, implementation Commission has developed a $50 million tourism and to commence, pending approval economic development plan for the five western-most by New York State. counties along the Erie Canal. AGE CANAL ORRIDOR ERIE HERIT C

S The Olmsted Parks Conservancy has applied for a $50 MILLION Feasibility study ongoing National Park Service grant to study possibility of (preliminary estimate) ARK

P creating a 40-mile linear park – from Buffalo’s South ANCY Park along the Niagara River to Old Fort Niagara in TED

ERV Porter. S ONS C OLM

ERIE CANAL A master plan for development of Erie Canal Harbor in $46 MILLION (+ $10 to Capital campaign ongoing; HARBOR downtown Buffalo was released in early 2004. Plans $12 million for fall 2007 completion date expected include development of a heritage tourism destination, additional interpretive with a rewatered Commercial Slip, a new Central Wharf elements) and many cultural, recreational and retail attractions.

A CULTURAL T OURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 26

APPENDIX A BNCTI CULTURAL TOURISM AND RELATED CAPITAL INITIATIVES

PROPOSAL COST STATUS

The Buffalo & Erie County Historical Society has $40 MILLION Feasibilty studies ongoing proposed a revitalization plan that includes the Y building of an interpretive heritage center in the & former DL&W railroad station on Buffalo’s Erie Canal O Y

OUNT Harbor. C AL ORICAL T HIS SOCIET ERIE BUFF

The Burchfield-Penney Art Center at Buffalo State $30 MILLION Capital campaign completed; $20 College plans to build a new stand-alone museum at million included in 2004 New York the site of the H.H. Richardson Complex, adjacent to State budget. BURCHFIELD- the college campus. PENNEY ART CENTER

Construction of a new terminal and other $30 MILLION Capital campaign ongoing enhancements have been proposed for the Niagara Falls International Airport. ALLS F TIONAL T NIAGARA INTERNA AIRPOR

DARWIN D. MARTIN Frank Lloyd Wright’s Darwin D. Martin House will be $30 MILLION Renovation of complex and HOUSE completely restored, a new visitors center developed construction of new structures and the Martin House pergola, conservatory and ongoing. carriage house reconstructed.

AMTRAK The development of an Intermodal Transportation $20 MILLION Capital campaign ongoing STATION Center & International Railway Station has been proposed in Niagara Falls. The project is centered upon the relocation of the city’s Amtrak passenger station to a site adjacent to the Whirlpool Rapids Bridge between the U.S. and Canada as well as the creation of a new Customs and Immigration facility.

BOTANICAL Renovations planned for the Buffalo and Erie County $20 MILLION Capital campaign ongoing; GARDENS Botanical Gardens include major exhibit construction slated for 2005-2015. enhancements and a new room for weddings and private parties.

Minneapolis-based Artspace has selected a vacant $12 MILLION Feasibility study complete; next building on Main Street in Buffalo to house as many step is redevelopment and as 50 artists and their workspaces. construction E C A P S T AR

The Buffalo Transportation - Pierce-Arrow $7 MILLION Construction of the museum Museum will be renovated and expanded. addition is expected to be completed in time for the 100th anniversary of the Pierce-Arrow -

E Motor Car Co. in 2006. W EUM PIERC ARRO MUS

27 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

APPENDIX A BNCTI CULTURAL TOURISM AND RELATED CAPITAL INITIATIVES

PROPOSAL COST STATUS

Old Fort Niagara’s Gateway to History Campaign $6 MILLION Funds raised; design phase includes the development of a visitors’ center, ongoing renovation of the officers’ club, and creation of an

T orientation theater in preparation for the 200th anniversary of the War of 1812. FOR OLD NIAGARA

RIGHTEOUS Righteous Babe Records will renovate the 128-year-old $5.8 MILLION Under construction BABE Delaware-Asbury church into its headquarters, a RECORDS concert facility as well as home to Hallwalls Contemporary Arts Center.

1905 Frank Lloyd Wright boathouse under $5 MILLION Capital campaign ongoing; development on the Black Rock Channel near the completion slated for 2006 E YD Peace Bridge. O LL THOUS A FRANK WRIGHT BO

NAVAL AND The Buffalo and Erie County Naval & Military Park is $4 MILLION Under construction MILITARY PARK undergoing major improvements, including the relocation of naval vessels, creation of a naval basin and construction of a naval museum.

The Graycliff Conservancy is raising funds for the $3 MILLION Capital campaign ongoing; restoration of the summer home designed by Frank completion slated for 2006-2007 Lloyd Wright.

GRAYCLIFF

Parkside Lodge in Buffalo’s Delaware Park is being $1.5 MILLION Under construction restored to serve as the administration headquarters of the National Association for Olmsted Parks. SIDE ARK ODGE P L

Work is underway to build a Frank Lloyd Wright- $1 MILLION Completion expected in 2005 designed (but never built) filling station as part of the

YD campus of the Buffalo Transportation Pierce-Arrow O

TION Museum. The non-working station will focus attention A LL

T on the impact of the automobile on modern America. S WRIGHT GAS FRANK

The Landmark Society of the Niagara Frontier is $1 MILLION Completion expected in 2005 restoring the Hull House in Lancaster, built in 1810 and the area’s oldest stone residence. It will be converted into an educational interpretive center.

HULL HOUSE

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 28

APPENDIX A BNCTI CULTURAL TOURISM AND RELATED CAPITAL INITIATIVES

PROPOSAL COST STATUS

ALBRIGHT-KNOX The Albright-Knox Art Gallery plans to add a new Pending feasibility study ART wing or a new building. GALLERY

Significant investments have been made to develop Capital campaign ongoing; $2 million the Michigan Street Preservation District. The district in federal funding committed

TREET includes the historic Michigan Street Baptist Church, S

TION where the Niagara Movement, predecessor to the A NAACP, began, the Colored Musicians’ Club, and the . ERV Nash House, named for a civil rights pioneer. S ORP PRE C MICHIGAN

Separate projects will increase waterfront access in Funding secured; projects to be the area. A one-mile, $5 million park and trail will be completed at different times built along Buffalo’s harbor. Capital improvements throughout 2005. on another section of the harbor will total $1 million -FRONT S and include protected shoreline and a pedestrian S

E trail. A sandy beach could be created at Gallagher TER C A

C Beach, near the harbor area, and an adjacent 80-acre W A boat harbor will be turned into a New York State park.

A 120-acre parcel of land along the harbor, owned by Three proposals have been submitted; the Niagara Frontier Transportation Authority, is they include a waterfront park, a live- slated for redevelopment. The NFTA expects tourism, work-play lakefront community, and a recreational and/or housing and office projects for nature park. A preferred developer is HARBOR AREA the site. Work has already begun to create expected to be announced by mid- DEVELOPMENT greenspace at the site. January.

Photo Credits:

Institute Buffalo Niagara Convention & Visitors Bureau H.H. Richardson Towers Buffalo & Erie County Historical Society Buffalo Zoo Buffalo & Erie County Botanical Gardens Aquarium of Niagara Buffalo Transportation Pierce-Arrow Museum Erie Canal Heritage Corridor Old Fort Niagara Olmsted Parks Conservancy Buffalo and Erie County Naval & Military Park Erie Canal Harbor Seneca Niagara Casino Burchfield-Penney Art Center Michigan Street Preservation Corporation Niagara Falls International Airport (Michigan Street Baptist Church) Darwin D. Martin House Amtrak Station Bass Pro Shops Artspace Bass Pro Shops logo Righteous Babe Records Graycliff BRC Imagination Arts Parkside Lodge Niagara Experience Center Albright-Knox Art Gallery Waterfront Access (Erie Canal Harbor area) Tony Puttnam, Project Lead Architect; Hamilton, Harbor Area Development (Erie Canal Harbor area) Houston and Lownie Architects Frank Lloyd Wright Boathouse (rendering)

Lauer=Manguso & Associates Architects Buffalo Filling Station by Frank Lloyd Wright (rendering)

Landmark Society of the Niagar a Frontier Warren and Polly Hull House

29 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

APPENDIX B BNCTI CULTURAL TOURISM AND RELATED FUNDING

SOURCE FUNDING DISTRIBUTION

Approximately half of Erie County’s 5% bed tax goes to the Buffalo Niagara Convention & Visitors Bureau, Erie County which derives 85% of its budget from the bed tax and receives additional program-related revenue from Bed Tax Erie County’s Public Benefit Fund and the Regionalism and Economic Development Fund. The bed tax generates about $5 million annually.

Due to the economic effects of the September 11, 2001 terrorist attacks, the City of Buffalo froze all funding City of Buffalo to arts and cultural organizations in late 2001. This resulted in a total loss of approximately $1.3 million annually to arts and cultural organizations. Buffalo does fund two public art programs:

Percent of Art Program (1% of city capital budget) – an annual city bond fund that the Buffalo Arts Commission applies for the restoration of city-owned art pieces. Funding under this program was $80,000 in 2001-02, $60,000 in 2003-04.

Art in Public Places – The City of Buffalo’s “Art in Public Places” ordinance requires 1% of the budget of capital improvement projects costing $1 million or more to be set aside for the design, construction, repair and maintenance of public works of art. In 2003 $70,000 was funded for art under this program. S E Arts Council in In 2002 the Arts Council re-granted to local arts organizations more than $250,000 in funds primarily from Buffalo & Erie Erie County and the New York State Council on the Arts. County

Corporate and Major corporate sponsors in the Buffalo Niagara region include M&T Bank, HSBC Bank, the law firms of Individual Phillips, Lytle, Hitchcock, Blaine & Huber, LLP, and Hodgson Russ LLP, The Buffalo News, Key Bank, The Sponsors Western New York Public Broadcasting Association, Righteous Babe Records, Inc., JP Morgan Chase, Blue Cross/Blue Shield of Western New York, WKBW TV/Channel 7 and many others. SOURC

New York State In 2003 NYSCA provided $1.7 million in grant dollars to arts and cultural organizations in Erie County, Council on the

including re-grant dollars to the Arts Council in Buffalo & Erie County. Approximately two-thirds of this total Y FUNDING Arts was for operational support; 10% went toward education; 10% was re-granted and the balance was for (NYSCA) special initiatives. TED RELA National The NEA provided a total of $285,000 in grants to 10 various arts and cultural organizations in Erie County Endowment in 2003. for the Arts OUNT M AND C Town of West Seneca – in 2002 the Town provided $32,000 to the Burchfield Nature Center, personnel for Local the West Seneca Youth Theatre (at a cost of $14,000), and $10,000 to its Historical Society. OURIS T Municipalities The Town of Aurora appropriated in 2003 $13,000 to arrange Celebrations, a town-sponsored special events program, $2,600 for arts/cultural/dance activities, and $500 for its Historical Society. The Village of East Aurora provides operational services to local museums. TURAL UL C ERIE BNCTI

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 30

APPENDIX B BNCTI CULTURAL TOURISM AND RELATED FUNDING

SOURCE FUNDING DISTRIBUTION

Niagara The 4% bed tax in Niagara County generated about $1 million in 2003. The tax revenues are directed to the County Niagara Tourism and Convention Corporation. Bed Tax

In 2002 most nonprofit cultural agencies that received funding from Niagara County were cut out of the County of budget. Funding for these agencies was discontinued again in 2003. Niagara The Niagara County Environmental Fund, which is funded with Love Canal settlement funds, has provided support to the Buffalo Audubon Society, primarily for capital expenditures. S E

New York State In 2003 NYSCA granted a total of $279,490 to nine different arts and cultural organizations in Niagara Council on the County, including $46,500 in re-grant dollars. Arts (NYSCA)

National No arts and cultural organizations in Niagara County received NEA grants in 2003. Endowment for the Arts SOURC

Y In 2003 the Town of Lewiston provided $63,000 to the Council on the Arts. Local Municipalities FUNDING OUNT TED C RELA M AND OURIS T TURAL UL C NIAGARA BNCTI

31 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

APPENDIX B BNCTI CULTURAL TOURISM AND RELATED FUNDING

SUMMARY OF ERIE COUNTY ARTS & CULTURAL FUNDING SUMMARY OF ERIE COUNTY ARTS & CULTURE FUNDING SUMMARYYEAR: 2003 OF ERIE COUNTY ARTS & CULTURAL FUNDING YEAR: 2003 % Total Erie County Fund Operations Capital Promotion Total (By Source% Total of Funding) CulturalErie County - (ECCRAB Fund - Erie County Cultural Operations Capital Promotion Total (By Source of Funding) ResourcesCultural - (ECCRAB Advisory - BoardErie County - Advises) Cultural $5,631,423 $0 $0 $5,631,423 28% PublicResources Benefit Advisory Board - Advises) $5,631,423 $173,450 $450,970 $0 $2,844,580 $0 $3,469,000$5,631,423 28%17% ExtraordinaryPublic Benefit Aid to Local Governments $1,625,000$173,450 $450,970 $0 $2,844,580 $0 $1,625,000$3,469,000 17%8% EnvironmentExtraordinary & Aid Plan toning Local Department Governments $1,625,000 $0 $0 $0 $60,000 $0 $1,625,000$60,000 0%8% CapitalEnvironment Projects & Planning Department$0 $0 $5,000,000 $0 $60,000 $0 $5,000,000$60,000 25%0% Regionalism/EconomicCapital Projects Development Fund $101,310$0 $5,000,000 $18,420 $340,770 $0 $5,000,000$460,500 25%2% LegislativeRegionalism/Economi Initiativec Development Fund $203,546 $101,310 $18,420 $0 $340,770 $4,154 $207,700$460,500 1%2% TobaccoLegislative Proceeds Initiative $270,000 $203,546 $3,250,000 $0 $4,154 $0 $3,520,000$207,700 18%1% TOTALTobacco Proceeds$8,004,729 $270,000 $8,719,390$3,250,000 $3,249,504 $0 $19,973,623$3,520,000 100%18% %TOTAL TOTAL (By Application of Funding) $8,004,72940% $8,719,390 44% $3,249,504 16% $19,973,623 100% 100% % TOTAL (By Application of Funding) 40% 44% 16% 100%

APPLICATION OF ERIE COUNTY CULTURAL FUNDING - APPLICATIONOperations,APPLICATION Capital, OF ERIE Promotional OF COUNTY ERIE CULTURAL COUNTYInitaitives FUNDING ARTS - & CULTURE FUNDING Operations, Capital, Promotional Initaitives YEAR: 2003 ErieYEAR: County 2003 Fund Operations Capital Promotion CulturalErie County (ECCRAB Fund Advises) Operations100% Capital 0% Promotion 0% PublicCultural Benefit (ECCRAB Advises) 100%5% 13% 0% 82% 0% ExtraordinaryPublic Benefit Aid to Local Governments 100%5% 13% 0% 82% 0% EnvironmentExtraordinary & Aid Planning to Local Department Governments 100%0% 0% 0% 100% 0% CapitalEnvironment Projects & Planning Department 0%0% 100% 0% 100% 0% Regionalism/EconomiCapital Projects c Development Fund 22%0% 100% 4% 74% 0% LegislativeRegionalism/Economic Initiative Development Fund 98%22% 0% 4% 74% 2% TobaccoLegislative Proceeds Initiative 98%8% 92% 0% 0% 2% Tobacco Proceeds 8% 92% 0%

ERIE COUNTY FUNDING BY TYPE OF SUPPORT, 2003

16% Operations 40% Capital Promotion 44%

ERIE COUNTY FUNDING BY SOURCE OF SUPPORT, 2003 18% 29%

1% Cultural Capital Projects (ECCRAB - 2% Erie County Cultural Resources Advisory Board - Advises) Regionalism/Economic Development Fund Public Benefit

Legislative Initiative Extraordinary Aid to Local Governments 25% Tobacco Proceeds Environment & 17% Planning Department

0% 8%

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 32

APPENDIX B BNCTI CULTURAL TOURISM AND RELATED FUNDING

SNAPSHOT OF FOUNDATION ARTS & CULTURAL FUNDING

***Figures for each foundation are from their latest IRS Form 990, as available on www.guidestar.org, an online, nonprofit database. Figures represent awards made for the referenced year; entire awards may be disbursed over several years. Also note, most foundations have committed to awards but have not yet disbursed them and thus they are not represented here.

Special Operations Capital Education Initiative Foundation Funding Funding Funding Funding Unspecified Total

The John R. Oishei Foundation, 2002 $337,000 $550,000 $71,155 $162,374 $0 $1,120,529 The Margaret L. Wendt Foundation, 2003 $231,300 $146,900 $10,000 $143,250 $0 $531,450

M&T Bank, 2002 $0 $0 $0 $0 $939, 175 $939,175 HSBC Bank Foundation, 2002 $0 $0 $0 $0 $25,000 $25,000 Community Foundation, Inc., 2002 $0 $0 $0 $0 $249,622 $249,622 Community Foundation for Greater Buffalo, 2002 $0 $0 $0 $0 $294,030 $294,030 Independent Health, 2003 $0 $0 $0 $40,000 $0 $40,000 Statler Foundation, 2002 $0 $0 $354,166 $0 $0 $354,166

TOTAL $568,300 $696,900 $435,321 $345,624 $1,507,827 $3,553,972 % TOTAL 16% 20% 12% 10% 42% 100%

Foundation Funding for Cultural Tourism (by purpose of grant) FOUNDATION(Total FUNDING Giving BY = TYPE $3.6 OF million) SUPPORT 16%

Operations Funding 42% Capital Funding 20% Education Funding Special Initiative Funding Unspecified 12% 10%

33 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

APPENDIX C BNCTI DEVELOPING A BUSINESS PLAN

A business plan is needed to convince potential investors – in this case public and philanthropic funders – that the strategy is viable. Effective business plans provide a blueprint for implementation, lend themselves to adaptation and remain useful through several activity cycles, essentially serving as a detailed work program for the organization.

The following are hallmarks of effective tourism development business plans, and could serve as guidelines as the entity develops its own business plan.

Business plans...

...help an entity plan activities, manage resources, assess progress, attract support and guide staff decisions;

...describe the entity’s organization, governance structure and human resource plans; PLAN ...include an overview of the entity’s approach, key

implementation strategies, assessment protocols and expected S results; S

...provide a request and explanation for funding, financial analyses, pro forma estimates of expenses and anticipated economic impacts. BUSINE A M OPING OURIS T TURAL UL C DEVEL BNCTI

A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA 34

APPENDIX D BNCTI MEASURING PERFORMANCE

One of the keys to A Cultural Tourism Strategy’s success will be identifying, deploying and maintaining tools to measure its effectiveness in expanding cultural tourism’s contribution to the Buffalo Niagara economy. The entity will need to work with the cultural tourism community to design specific measures that:

• Rely on stable data that are easy to collect and remain consistent over time; • Account for known data problems inherent in measuring tourism activity, particularly distinguishing between impacts attributable to residents and visitors within industries that serve both; • Accommodate data differences across collection unit boundaries (e.g., jurisdictional, industrial and census classifications, etc.); • Meld quantitative and qualitative analysis, particularly for capacity building, communication and visitor experience satisfaction; • Model such measures on efforts that track tourism activity on a larger scale, in effect to facilitate comparisons to another index.

E While other countries - particularly Canada and Scotland - have used standardized techniques for measuring tourism for years, and the World Tourism Organization has long-established protocols, the U.S. industry has relied on a variety of methodologies:

• Indices: A tool that observes quantifiable changes in business activity relative to a baseline measure. Indices can help measure and compare regional tourist activity, measure tourist spending in terms of a constant value and assist in setting standards for planning. • Annual surveys: Whether of visitors, venues or hospitality businesses, these surveys help to assess current activity and success. They should be repeated regularly to facilitate comparisons over time. • Economic impact evaluations: In measuring direct and indirect economic effects of PERFORMANC visitor activity, these evaluations help quantify the economic leverage of cultural tourism. M OURIS T TURAL UL MEASURING C BNCTI

35 A CULTURAL TOURISM STRATEGY: ENRICHING CULTURE AND BUILDING TOURISM IN BUFFALO NIAGARA

A C vlaecsoe xeine,service • Evaluatecustomerexperiences, • Measur • Implementpr Year Two: • Year One: Group toward meetingitstwo-pronged goals. Advisory CouncilandtheTourism Working specific objectiveswillguidetheOversightand cultural tourismimplementationstructure, Thr andOutcomes: Three-Year Objectives artsandheritage 2) preparing cultural, 1) strengthening andbuildingculturalcapacity are guidedbythegoalsof: implementation of efforts forthefirstthree yearsof Measures ofsuccesstheseassetdevelopment Goals: Development Tourism Asset Cultural • Establishprograms andstrategiesfor • Determineprioritiesintermsofkey • Establishbenchmarksforsystem-wideand UTRLTUIMWRIGGROUP COUNCIL WORKING ADVISORY TOURISM & CULTURAL OVERSIGHT & TOURISM CULTURAL FOR MEASUREMENT PERFORMANCE - - - - Commitmenttoconstantimprovement; - Abletomeasure qualityofexperience; - Visitor ready intermsofinfrastructure, - Guidedbystrategicplan; - Analyze keycultural, outlined in advances toward specificbenchmarksas to characteristicsofahealthyor groups' strengths andweaknessesaccording reaching benchmarks. organizations andbenchmarks; visitor readiness); customer/audienceexperience, membership, (attendance, organizational assetdevelopment organizations fortourism receptiveness. and to sustainoperationsandserveaudiences, Active, dacssrie expandsaudience. Advances service, Funded bymultiple, maintaining focusonmission; Resilient tosystemicchangewhile income andr evcs experience; services, UL oughout thethr

UA ORS TAEY NIHN UTR N ULIGTUIMI UFL NIAGARA BUFFALO IN TOURISM BUILDING AND CULTURE STRATEGY: ENRICHING TOURISM TURAL BNCTI e participation; or ganized board; Y ESRN PERFORMANCE MEASURING D APPENDIX ugt financialstrength, budget, ear One. ogram; evenues; A CulturalTourism Strategy ee-year testphaseofthe arts andheritage diverse sour ganization: ces of complementary orcompetingmissions. doing businessinBuffalo Niagarawith evaluation ofor theanalysisshouldincludean Finally, developed inotherregions. cultural tourismwebsitesthathavebeen innovations suchasweb-basedticketingand Anotheraspectentailsassessing tourism. market saturationfortheconceptofcultural Part ofthisworkentailsassessingcurr substitute forconceptandmarkettesting. experience ofotherdestinationscanserveasa The similar tothoseofBuffalo Niagara. destinations, The analysisshouldalsoevaluatecompetitor broadcasts) anddecision-making patterns. (publications, decision-influencers or cyclicaltrends, susceptibility ofmarketsegmentstoseasonal Itshouldalsodefine the and spendingpatterns. member characteristicssuchasdemographics segment intermsofprojected growth ratesand pr region’s overalltourismmarket aswell Such ananalysisshouldgenerallyr business. the implementationstructure’s firstorders of Certainly amarketanalysisneedstobeoneof and analysisonexistingpotentialmarkets. region lacksup-to-dateand compellingdata Butforthemostpart tourism market. characteristics ofBuffalo Niagara’scultural tourism sectorshavestrong ideasaboutthe heritageand arts, Many intheregion’s cultural, Tourism Marketing Cultural • Determinenewdirections. • Reportbackaccomplishments(funders, • Continueworkof Year Two; Year Three: ulc newsmedia); public, ovide detailedpictures of eachmarket especially thosewithof the Internet, ganizations andinstitutions radio/television eview the ferings ent

BNCTI CULTURAL TOURISM MEASURING PERFORMANCE 36

37

BNCTI CULTURAL TOURISM BNCTI PEDXE APPENDIX REGIONAL ASSET DEVELOPMENT Coordinator –Job Description Development Asset Regional COORDINATOR – JOB DESCRIPTION UTRLTUIMSRTG:ERCIGCLUEADBIDN ORS NBFAONIAGARA BUFFALO IN TOURISM BUILDING AND CULTURE STRATEGY: ENRICHING TOURISM CULTURAL A The of theUnitedWay ofBuffalo &ErieCounty. Association," modeledonthesuccessful AEA r will alsoconveneexecutivedir thecoordinator In theinitialphaseofwork, • • Works withregional marketingorganizations • Works withlocalacademicinstitutions • Works withexistingassociationsofarts or In additiontoworkingdirectly witharts • Convene agenciesandplancollaborative/ • Assist organizations toengage an • Evaluate needforexternaltrainingand/or • Provide resource materials; • Assist withtheorganizational assessment throughout theBuffalo Niagararegion to: The coordinator workswithartsagencies Purpose and Scope counties. several locationsthr Thecoordinator wouldworkoutof mobile. The coordinator positionisenvisionedasfully CulturalTourism Oversight& Chair, R of aformal"Arts egional artsagenciestoexplor prsto: eports Advisory Council. W ganizations, cultural offerings; and developcoordinated packagesof toidentify etc.) Buffalo NiagaraEnterprise, BinationalTourism Alliance, Corporation, Bur Visitors (Buffalo NiagaraConvention & coordinate schedulingand access; to identifyar University atBuf Buffalo StateCollege, (Niagara University, offerings; groups tocoordinate andsupplement audience developmentandculturaltourism. cooperative activitiesinsupportofr appr consulting forbothstaff and board; process toidentifystrengths andweaknesses; such astheNiagaraExperienceCenter orks withemer AEA hasinitiatedtwoothersuccessful a,NiagaraTourism andConvention eau, opriate trainer/consultant; the coordinator also: eas oftrainingneedand Agencies Executives ging r falo, oughout ErieandNiagara Canisius College, egional initiatives ectors of e theformation egional . etc.) The centeralsoactsasar str of thesenot-for-profits bymakingthem center Itisthe to improve andtoadapt change. a willingnessandabilitytocontinuouslylearn, andstrong organizations display organizations, not-for-profit sectorare sustainedbystrong asserts thatthemostef thecenter Indeed, a stronger organization. providing programs andservicesbybecoming County whichassistssuchorganizations in Erie Center oftheUnitedWay ofBuffalo & on themodelofNot-for-Profit Resource This Asset Developmentmodelwillbebased are undertaken. ongoing supporttoanyoftheseendeavorsthat coor The andsupport. training, advancement, coalition ofagenciesfocusedontechnology a andCommunityConnect, executive directors, self-determined advancedsupportfor whichprovides agencies: theCEOInstitute, ventur See • Collaborativestrategies. • Organizational andresource development; • Leadershipandperformanceenhancement; • Businessandstrategicplanning; capabilities: the followingcriticalorganizational agencies seekingtostrengthen oneormore of channeling expertresources tohumanservice Thefocusisplacedon to meetthoseneeds. the appropriate community resource bestable agency inthetarget market andthenmatching identifyingtheneedsofan clearinghouse, for culturaltourism. and dutiesastheyrelate toassetdevelopment specific goals, onger or Appendix D dinator (and/orstaff) wouldprovide ’s missiontooptimizetheef es thatshouldbeexplored byarts ganizations. betvs expectedoutcomes, objectives, for more informationon fective programs inthe esour ce fectiveness