1 Table of Contents

ACKNOWLEDGMENTS ...... 5 STRATEGIC VISION...... 33 Vision ...... 35 INTRODUCTION ...... 9 Overall Objective...... 35 Background ...... 11 History of Tourism in Lancaster County...... 11 STRATEGIC RECOMMENDATIONS ...... 37 Economic Impacts of Tourism Product Development Strategy...... 39 in Lancaster County...... 13 Infrastructure/Mobility Strategy ...... 50 Tourism Cluster ...... 13 Marketing Strategy...... 56 Economic Impacts...... 15 Outreach/Public Involvement Strategy...... 62 Recent Performance of Tourism Cluster...... 17 Organizational/Collaborative Strategy...... 65 Economic Analysis Summary ...... 18 CATALYTIC RECOMMENDATIONS ...... 73 Travel Trends and Lancaster County ...... 19 FUNDING THE PLAN’S RECOMMENDATIONS ...... 77 GUIDING PRINCIPLES ...... 23 Stakeholder Involvement...... 25 ECONOMIC IMPACT FORECASTS ...... 89 Sustainability ...... 25 BIBLIOGRAPHY...... 95 Integration of Supporting Studies...... 25 Achievable Recommendations...... 26 GLOSSARY OF TERMS...... 99

THE PLANNING PROCESS ...... 27 Research & Assessment...... 29 Public Involvement Strategy...... 29 To view these documents, visit the website at www.co.lancaster.pa.us/planning Tourism Task Force ...... 29 APPENDICES Interviews ...... 29 A. Economic Impact Study Special Interest Group Meetings ...... 29 B. Mobility Study (4 parts) Surveys ...... 29 C. Survey Results Public Involvement Findings...... 30 D. PDCVB Consumer Telephone Survey Resident Survey...... 30 E. Mapping by Tiers (2 parts) Local Government Survey ...... 31 Tourism Industry Survey ...... 31 SUPPORTING DOCUMENTS Consumer Telephone Survey...... 31 Comparable Destination Analysis Summary of Survey Results ...... 32 City Inventory of Attractions City Emotive Descriptors SWOT Analysis Team Lancaster Matrix

3 Acknowledgments

5 6 Prepared by Lancaster County Tourism Task Force Lancaster County Planning Commission Jim Smucker, Chairperson/Tourism Task Force Lancaster County Tourism Task Force Owner, Bird-in-Hand Corporation Consultants Wendy Nagle, President & CEO PA Dutch Convention & Visitors Bureau Parter International, Inc. McCormick Taylor & Associates Scott Standish, Director for Heritage Planning Lancaster County Planning Commission Econsult Corporation C. Frederick John & Associates Al Duncan Immediate Past Chair, PA Dutch Convention & Visitors Lancaster County Board of Commissioners Bureau Dick Shellenberger, Chairman Tom Baldrige, President Lancaster Chamber of Commerce & Industry Howard “Pete” Shaub Molly Henderson Blaise Holzbauer, Resort General Manager Willow Valley Resort & Conference Center Lancaster County Planning Commission Joanne Ladley, Co-owner Charles E. Douts, Jr., Chairperson Kitchen Kettle Village Virginia Brady, Vice Chairperson James Lutz, Executive Director Lois Herr, Secretary Red Rose Transit Authority James Miller, Jr. Deidre Simmons Matthew Young Chair, Destination Downtown Julianne Dickson Lois Herr Nancy Halliwell Scholar-in-Residence, Elizabethtown College Jonathan L. Price Brad Igou Dennis Groff Chair, PA Dutch Convention & Visitors Bureau Amish Experience David Hixson, Director Lancaster Convention Center Authority

7 Lancaster County Planning Commission Staff Long-Range Planning Division James R. Cowhey, Executive Director Nancy J. Williams, Director for Long-Range Planning Christie Stephens, Administrative Assistant Mary L. Frey, Principal Planner Gary Cobb, Accountant Patricia J. Kadel, Senior Planner Annette Swade, Receptionist Glenn L. Mohler, Senior Planner & GIS Specialist Patricia Grill, Assistant Receptionist Elizabeth Smith, Information & Education Specialist Lynn M. Stiles, Graphic Arts Technician Heritage Planning Division Serena L. London, GIS Technician Scott W. Standish, Director for Heritage Planning Jaime Hemphill, GIS Technician Michael A. Domin, Principal Planner Carole E. Wilson, Historic & Cultural Specialist Transportation Planning Division Andrew N. Helm, Heritage Planner Christopher R. Neumann, Director for Transportation Planning Donna J. Hahn, Administrative Secretary Carol K. Palmoski, Senior Planner Community Planning Division David F. Royer, Senior Planner Vacant, Director for Community Planning Lauri P. Ahlskog, Bicycle & Pedestrian Transportation Mark Hiester, Principal Planning Analyst Planner Dean S. Severson, Senior Planning Analyst Gary Jones, Assistant Planner Frank P. Behlau, Senior Planner Mary H. Bushong, Contracts & Grants Administrator Julia A.F. Goodman, Senior Planner Marvin V. Maurer, Road Projects Coordinator Randy Heilman, Senior Planner Glenn M. Taggart, Consultant Gwendolyn E. Newell, Senior Planner Michael A. Skelly, Senior Planner Mark E. Stivers, Senior Planner Danny F. Whittle, Senior Planner Jennifer B. Cochran, Applications Coordinator Carol A. Grove, Administrative Secretary Nilsa Garcia, Secretary Economic Development Division Rebecca S. Denlinger, Borough Economic Development Specialist, Senior Planner Lucinda Hampton, Urban Economic Development Specialist, Senior Planner Mary Gattis-Schell, Land Recycling Specialist, Senior Planner Rose Long, Research & Information Specialist, Senior Planner Toby J. Vargas, Secretary

8 Introduction

9 BACKGROUND HISTORY OF TOURISM IN Lancaster County, located in southcentral Pennsylvania, LANCASTER COUNTY has been called the “Garden Spot of America.” It is a Lancaster County has a long and proud history as a major quickly growing, changing and dynamic place. And yet, it tourist destination, largely because of its scenic countryside, is a place where agriculture and farming still dominate the its Amish and other Anabaptist inhabitants, and its landscape, where the Amish and the Plain Sect understanding of and commitment to the tourism industry. communities still practice an agrarian way of life, and where numerous farmers’ markets and roadside stands The County has always been identified as a driving offer fresh produce and the bounty of the land. destination, decades before that tourism marketing term was in vogue. As the automobile became affordable to Lancaster County is also a place steeped in a rich history millions of Americans, Lancaster County’s tourism with a countless number of historic and architectural industry grew. resources that can be found, not only throughout the rural landscapes, but also in Lancaster City and its numerous The post-World War II era saw even greater growth. The small towns and villages. Hotel Brunswick served as a precursor to the PA Dutch Tourist Bureau in 1940 by marketing several tours of the As a result, Lancaster County is a major destination for Amish and rural areas of the County. In 1946, a visitor’s visitors and a magnet for visitor-related attractions, facilities center was established. and services. This status is due, in large part, to the County’s ability to remain a prosperous agrarian oasis in Lancaster County’s fate has always been positively the midst of the ever-expanding northeastern megalopolis. affected by the media and the arts. In 1955 the play Plain This rural atmosphere and scenic countryside attract and Fancy premiered on Broadway, and “seemingly millions of visitors every year, generate millions in annual overnight, the world had discovered the destination of revenue, and play an integral role in the County’s Lancaster County.” economic stability. In 1957, Lancaster County’s official tourism office was During the last few decades, however, there has been formed to promote the area and to help lead the tourism growing concern among many community leaders about industry into the second half of the twentieth century. In the future direction of tourism and whether it will continue five years, the organization incorporated as an autonomous to play an important role in the County’s overall economic not-for-profit and changed its name to Pennsylvania Dutch stability and quality of life that residents and visitors have Tourist Bureau. come to know and enjoy. By the 1970s, Lancaster County was reported to be one of To begin addressing these many tourism related the leading tourist centers in the US. The Amish themselves opportunities and challenges, the Lancaster County had quietly diversified into cottage industries, in many Board of Commissioners and Lancaster County Planning cases to subsidize their farms. The Amish crafts, foods, Commission appointed a Tourism Task Force in August of furniture, and quilts were appealing to tourists, and new 2003. The twelve-member Task Force played a central shopping opportunities expanded the available activities for and key role in the planning process, and included the tourist to the region. The industry survived despite the representatives with a variety of backgrounds and oil crisis of the decade that discouraged tens of thousands experiences from the public, private and non-profit from traveling by car; Legionnaire’s Disease, which sectors. The charge to the Task Force was to create a discouraged visitors from going within driving distance of Strategic Tourism Development Plan that would be Philadelphia; and the accident at Three Mile Island’s adopted as an official component of the Lancaster County nuclear power plant on Lancaster’s western border. Comprehensive Plan. The Task Force engaged the National Geographic Magazine had a profound influence professional expertise of Parter International, Inc., with its on readers in the 1980s. In 1984, the magazine ran a story team members McCormick Taylor & Associates, about the Plain People of Pennsylvania. With stunning Econsult, and C. Frederic John & Associates, to guide the photography and sympathetic text, there was renewed planning process. interest in the destination.

11 Just on the heels of the article was the movie Witness, To further this policy direction, Lancaster County seized with box-office star Harrison Ford in the lead role. Once the opportunity to become one of four areas to receive again outside influence played a tremendous role in funds from the Commonwealth as part of a pilot program Lancaster’s tourism history. For ten years, tourists came to to promote heritage tourism in 1994. This program was Lancaster in droves, wanting to see the locations used in initiated by the Pennsylvania Historical and Museum the popular film and seeking the peace and serenity Commission, with the National Trust for Historic portrayed on screen. Preservation’s (NTHP) Heritage Tourism Program providing technical support. Now referred to as Lancaster Over the last 20 years, there has been a diversification of County Heritage, the local program is administered by the tourism, with Amish attractions still at the forefront, but Lancaster County Planning Commission with support with outlet shopping, faith-based attractions, and family from the PA Dutch Convention & Visitors Bureau. The attractions becoming prominent as well. Some new Heritage Tourism Initiative energized local tourism products and services, however, have caused concern, businesses, expanded the product offering for the because they have no direct relationship to the earlier general tourist, staked a place for Lancaster at the areas of focus and do not contribute to the retention of the heritage and cultural tourism table, and provided a visual County’s “sense of place.” organization element with its quilt-like banners that Additionally, concern has been raised because the double- herald “Lancaster County Heritage.” digit growth in sales that occurred during the 1970s and More recently, in 2001, Lancaster County joined with York 1980s is no longer the norm. Increased competition from County, its neighbor to the west, to become one of the new destinations, as well as from within Lancaster County twelve designated Heritage Regions in the Commonwealth. itself, and changes in the national and international Two of the goals of the Lancaster-York Heritage Region are economies have all contributed to sluggish growth in the to enhance the visitor experience and strengthen the area’s industry. There is evidence that Lancaster County’s “sense of place” through appropriate heritage tourism and traditional markets may be eroding and that some of the development. Since the organization has been established, County’s tourism players have begun to postpone two new tourism products have been created related to maintenance in response to or in anticipation of some agri-tourism and eco-tourism in the two counties. softness in the market. Such a trend, if continued, could lead to additional disinvestment and ultimately to a decline The latest heritage tourism focus in Lancaster County has in the quality of the visitor experience. been the awakening interest in tourism by a number of the County’s towns and smaller villages. Adamstown is These changing tourism trends and dynamics caused established as an antique center. Ephrata has the Ephrata community leaders to become proactive and begin Cloister. Although the municipalities marketed by the investigating ways to update Lancaster’s tourism product Planning Commission and PDCVB as “Towns & Villages” and organization. In the 1990s, the Lancaster County are in different stages of tourism development, they Comprehensive Plan was adopted by the Lancaster County nonetheless indicate a huge heritage tourism potential with Board of Commissioners. The plan laid out goals and the capability to move tourists all around the County. objectives pertaining to tourism, economic development, and historic and cultural preservation. The policy plan Even with all of the positive activity related to tourism in the called for a type of tourism development that was last few years, it is still safe to say that tourism in Lancaster “...complementary to the natural, cultural, and historic County is at a crossroads as it enters into the 21st century. features of the County.” The plan discouraged tourism There are a number of factors, both locally and nationally, services and attractions that inaccurately reflected the that will impact visitation to the County in the years ahead. County’s history or that had an unfavorable effect on local Some of these local impacts that have significant positive residents’ quality of life. The policy plan also emphasized potential for the area include major new investments and the strong link between the careful management of land projects under way or planned in Lancaster City, new local use and growth and a high quality tourism destination. The and regional heritage tourism initiatives, new and planned Plan made it clear that if you want to create a great place intermodal transportation facilities, and new resources in to visit, you must first create a great place to live. the form of bed tax dollars.

12 And yet, Lancaster County as a mature destination could cluster. The concept of an industry cluster is closely face major stagnation or ultimate decline if it does not associated with the work of Harvard’s Michael Porter, and reinvest or rejuvenate itself by addressing, proactively his definitions have stressed the geographical proximity and and strategically, these changes that are taking place interconnectedness of industries and institutions within a within and outside of the County. Therefore, the cluster, linked by commonalities and complementarities in preparation and adoption of this Strategic Tourism the production of goods or services. In general, one can Development Plan as a component of the Lancaster expect that in a tourism cluster the association with the County Comprehensive Plan is both timely and location is an intimate one: tourism activity revolves around necessary, if the County is to remain competitive in the people visiting a specific location, usually one endowed with tourism arena at the dawn of this new century. a specific attribute. Lancaster County’s tourism industry is likewise built around the consumption of various leisure activities within a specific area. ECONOMIC IMPACTS OF TOURISM IN LANCASTER COUNTY A cluster is typically composed of several layers of industries and institutions. The most visible layer is made To many, Lancaster County is synonymous with tourism. up of the first-tier industries that provide goods and Regions tend to specialize in the production of the goods services directly to tourists. These include hotels, and services they produce best, and tourism is clearly one restaurants, entertainment venues, performing arts of the activities in which the Lancaster County region has a organizations, and others. Second-tier industries are those strong competitive advantage. that provide goods and services to the direct industries as While tourism has been prominent in the area for decades, inputs in their own production. These would include real there has been little attempt to analyze its overall estate services, food manufacturers and suppliers, importance to the County’s economy. In part this is because suppliers of gasoline, utilities, and others. Clusters share tourism as an “industry” is hard to measure accurately. resource markets, including labor markets in particular Economic data does not identify a single tourism sector, but regions and locations. rather several components (hotels, restaurants, retail and In terms of institutions, these could include government others) where only part of their customer bases are tourists. agencies or nonprofit agencies that directly or indirectly Therefore, simple measurement issues have undoubtedly promote and encourage tourism. In Lancaster County, contributed to this dearth of analysis. these include the Pennsylvania Dutch Convention & Another area of need for economic analysis is the Visitors Bureau, Lancaster County Planning Commission, competitive position of Lancaster County’s tourism the Lancaster Chamber of Commerce and Industry, industry. Is its competitive advantage growing or declining? Lancaster County Convention Center Authority, Destination This plan addresses these two fundamental issues. It Downtown, and others. Institutions could also include provides a comprehensive analysis of the economic those that indirectly promote tourism, for example by importance of tourism in Lancaster County. It also gives an providing educational or job training services that improve assessment of the sector’s recent performance relative to the supply of skilled workers to the first- and second-tier its competitors, focusing on measures of competitiveness. industries. These could include the Lancaster County Workforce Investment Board or the Lancaster campus of As is usually the case with tourism, public resources are Harrisburg Area Community College and the Lancaster expended in marketing and planning for the industry. It is County Career and Technology Center, both of which have of great use to be able to measure the magnitude of the culinary and hospitality programs that make a significant tourism industry in Lancaster County and estimate its contribution to the hospitality workforce. economic and fiscal impact on the local economy. First-Tier Industries Within the Tourism Cluster THE TOURISM CLUSTER IN The percentage of tourism expenditures received by first- LANCASTER COUNTY tier tourism industries varies from location to location. For example, air travel represents 25% of tourism expenditures The tourism industry in Lancaster County is composed of nationally, but for Lancaster air travel is insignificant. The various interrelated factors that can be described as a following table relates to Lancaster County:

13 TABLE 1: TABLE 2: First-Tier Tourism Industries Second-Tier Tourism Industries in Lancaster County in Lancaster County

Percent of Total Sales Tourism per $100 in Expenditures Tourism Industry: Received: Industry: Expenditures:

Accommodations 19% Real estate $4.80

Transportation (car rental, rail, taxi, bus) 16% Management of companies and business services $2.90

Food services and drinking places 25% Wholesale trade $2.30

Retail trade (including gas stations) 23% Food manufacturing $2.20

Entertainment (amusements, sports, and performing arts) 13% Monetary authorities and credit intermediation $1.80

Other (including travel and reservation services) 4% Miscellaneous services $1.70

Sources: D.K. Shifflet and Associates, Inc. (2003); BEA and Econsult Corporation (2003). Telecommunications $1.40

Source: Econsult Corporation (2003). Second-Tier Industries Within the Tourism Cluster The second-tier industries in the tourism cluster are those The fact that total sales in the second-tier industries are that provide significant levels of necessary goods and lower in Lancaster County than nationwide for a given services to first-tier industries. These input-output tourism expenditure of $100 reflects the fact that tourism relationships are based on monetary transactions between impacts tend to shrink with the size of the region, reflecting firms. These could include purchases of accounting and leakages: since not all suppliers are located in the region, legal services by hotels or the purchase of specialized the proportion of supplies purchased outside the region carpentry and lighting services by performing arts venues will increase as the size of the region decreases. that cater to tourists.

As with first-tier industries, there are considerable local Institutions Within the Lancaster County Tourism Cluster As mentioned, the tourism cluster is not uniquely differences in what constitute second-tier industries. For composed of industries. The cluster also includes a number one, various second-tier industries that appear nationally of government and nonprofit entities involved in various simply do not exist in Lancaster County (for example, oil aspects of tourism, including its promotion, the training of and gas extraction), and these cannot figure into an its employees, and the carrying out of various local accounting of the local tourism cluster. The major government licensing, planning, and regulating functions. A second-tier industries in Lancaster’s tourism cluster are partial list of these institutions is outlined below. reported in Table 2, along with the sales engendered in these industries following expenditures in the local • Lancaster County Planning Commission tourism industry. • Pennsylvania Dutch Convention & Visitors Bureau • City of Lancaster • Lancaster Chamber of Commerce and Industry • Historic Preservation Trust of Lancaster County • Lancaster Parking Authority • Lancaster City and Borough Councils • Township Supervisors • Board of Lancaster County Commissioners • Community Business Association of Lancaster • Economic Development Company

14 • Lancaster County Convention Center Authority By using estimates by D.K. Shifflet on total trips to • Lancaster Campaign Lancaster County, the data in Table 3 is converted to total direct tourism expenditures in Lancaster County. It is • Lancaster County Workforce Investment Board estimated that in 2001 there were over 4 million overnight • Lancaster Downtown Investment District person-trips and over 4.3 million day person-trips to • Stevens Technology College Lancaster County (see Table 4). • Harrisburg Area Community College (Lancaster campus) TABLE 4: • Lancaster County Career and Total Direct Tourism Expenditures Technology Center in Lancaster County, 2001 • Franklin and Marshall College • Lancaster Redevelopment Authority Expenditure Type Overnight Day (in millions): Trips Trips THE ECONOMIC IMPACTS OF TOURISM IN LANCASTER COUNTY Total Trips 4.10 4.35 The Direct Expenditures on Tourism in Lancaster Total Direct Expenditures $1,313 $404 County Sources: D.K. Shifflet & Associates (2003) and Econsult Corporation (2003). In order to obtain measures of the importance of tourism locally in Lancaster, figures provided by D.K. Shifflet & Associates were used. These figures are the most Using the per-trip expenditure estimates above, this comprehensive available, outlining details on the types of translates into total direct tourism expenditures of over tourism expenditures as well as on the total number of $1.7 billion. These are expenditures made by tourists for tourism visits to the County. The expenditures for both the goods and services provided by first-tier industries in overnight and day visits are outlined in Table 3. In the the cluster, and do not account for the indirect and former category, it is estimated that the typical overnight induced expenditures. These wider economic impacts are visitor spends an average of three days in the County. estimated below, relying on the regional economic input- output models. TABLE 3: The Indirect and Induced Expenditures from Tourism Per-Trip* Tourism Expenditures in Lancaster County and Pennsylvania in Lancaster County, 2001 The total expenditures on tourism outlined in Table 6 will generate further expenditures in the County and the State of Pennsylvania as various firms produce the goods and Overnight Day Expenditure Type: Trips Trips services needed to support the hotels, restaurants,

Transportation $45.40 $14.00 amusement parks, performing arts venues, and other first- tier tourism establishments. For example, a hotel may Retail trade $84.30 $41.90 employ a law firm to complete its various contracts. The law firm will, in turn, employ an accountant, purchase Hotels $54.00 – office machinery, and employ lawyers in part to carry out Other lodging places $1.10 – its work for the hotel. The lawyer will purchase goods and services for her or his family, setting off a further round of Eating and drinking places $84.30 $22.30 expenditures, and so on. These subsequent expenditures Performing Arts $21.10 $6.10 are examples of the indirect and induced expenditures generated by the direct tourism expenditures. Other amusement & recreation services $34.00 $8.80 As shown in Table 5, it is estimated that the $1.7 billion in Total $324.20 $93.10 direct tourism expenditures in 2001 generated an *Note: Each trip is a person-trip. Source: D.K. Shifflet & Associates (2003). additional $2.2 billion in indirect and induced expenditures. The total expenditures attributable to tourism in 2001 were equal to $3.9 billion, which included an estimated $898

15 million in wages and salaries paid to workers and The Multiplier Effects from Tourism in Lancaster County performers. Finally, using the model, it is estimated that The input-output model provides summary measures of 47,000 person-years of employment were generated in the economic impacts generated from direct expenditures that County, including 20,500 person-years of employment in are usually referred to as multipliers. An expenditure the first-tier industries of the cluster. The figures in Table 5 multiplier tells how much total expenditures (direct, imply that every $36,000 in direct tourism expenditures indirect, and induced expenditures) can be expected generates one job in the Lancaster economy. following an increase in direct expenditures for the good produced by a particular regional industry. For example, if TABLE 5: an industry in a particular region is said to have an output Total Impacts of Tourism Expenditures multiplier of 2, this tell us that a $1 increase in the direct in Lancaster County on the County, 2001 expenditures for the good produced by the industry leads to indirect and induced expenditures of another $1 and total expenditures of $2 in the regional economy. The $2 Overnight Day All (in millions) Trips Trips Trips includes the various wages and salaries (which are Total Expenditures $2,999 $917 $3,916 referred to here as earnings) generated across industries in the particular region. According to the model calculations, Direct Expenditures $1,313 $404 $1,717 the various direct expenditures associated with tourism in Lancaster County are associated with an average Indirect & Induced Expenditures $1,687 $512 $2,199 expenditure multiplier of 2.3 – meaning every dollar spent Total Earnings $688 $210 $898 in first-tier industries generates another 1.3 dollars in spending in other County industries. Total Employment 36,000 11,000 47,000

Employment in First-Tier 15,700 4,800 20,500 The Fiscal Impacts of Tourism in Lancaster County Another key impact of tourism is the local and State taxes Note: Total Earnings include all wages and salaries of employees. Total Employment includes part-time employees. Source: Econsult Corporation (2003). generated by the activity described above. Using Econsult Corporation’s Fiscal Impact Model (see Appendix A), the expenditure and earnings impacts from the input-output The estimates for employment in the tourism cluster model were used to generate estimates of the State and include a total of 10,200 retail employees whose County tax revenues generated by tourism. employment is tied, directly or indirectly, to tourism. This implies that fully one-third of the County’s retail activity is Table 7 outlines the estimates for taxes generated in the tied to tourism. County and the State due to the County’s tourism activities by trip type. As shown, estimated tax revenues in the State TABLE 6: and County attributable to total tourism expenditures are Total Impacts of Tourism Expenditures over $237 million in 2001. in Lancaster County on the State, 2001

Overnight Day All (in millions) Trips Trips Trips

Total Expenditures $3,666 $1,121 $4,787

Direct Expenditures $1,313 $404 $1,717

Indirect & Induced Expenditures $2,353 $717 $3,070

Total Earnings $853 $263 $1,116

Total Employment 42,000 12,800 54,800

Note: Total Earnings include all wages and salaries of employees. Total Employment includes part-time employees. Source: Econsult Corporation (2003).

16 TABLE 7: TABLE 8: Total Fiscal Impacts of Tourism Change in Regional Concentration of in Lancaster County and the First-Tier Tourism Industries, 1998 - 2001 State of Pennsylvania, 2001 2001 Percent Lancaster Change in Industry Employment Concentration Overnight Day All (in millions) Trips Trips Trips Performing arts, spectator sports, and related industries 765 12% Total Taxes $184 $53 $237 Of which: performing arts Pennsylvania Sales Tax $124 $38 $162 companies 519 48% Museums and historical sites 169 15% Pennsylvania Personal Income Tax $24 $7 $31 Amusement, gambling and Pennsylvania Gross Receipts Tax $19 $6 $24 recreation industries 1,598 -1% Accommodation 2,616 -7% Lancaster County Earned Income Tax $6 $2 $8 Of which: hotels and motels 2,215 -9% Lancaster County Hotel Room Tax $11 $0 $11 Food services and drinking Source: Econsult Corporation (2003). places 13,239 -6% Clothing and clothing accessories stores 2,938 -6% RECENT PERFORMANCE OF THE Art dealers 55 90% LANCASTER COUNTY TOURISM CLUSTER Marketing consulting services 89 -24% Location Quotients Travel agencies 193 -7% In order to understand the recent performance of the Source: Econsult Corporation (2003). County’s tourism cluster, two related economic methods are used to analyze the industry’s performance relative to all other tourist destinations. A first indication of the industry’s As can be seen from the results in Table 8, the changes in relative performance is the change, by components of the competitiveness of specific industries within tourism’s first tourism cluster, in the County’s relative concentration of tier is quite variable. While performing arts and museums employment in that component. This measure of have gained in competitiveness, accommodations and concentration (known as a location quotient) is a ratio food services have not. Overall, the industries represented whose value increases with the degree of concentration. in Table 8 have, as a group, lost about 5% of their relative concentration, implying a slight decline in overall Table 8 outlines the results of the analysis of changing competitiveness of the tourism sector during this period. concentration by industry between 1998 and 2001. For example, performing arts and spectator sports (with over Shift-Share Analysis 760 employees) is found to have increased its location Similar conclusions regarding the performance of tourism quotient value by 12% between 1998 and 2001. While are reached when using a different analytical tool, shift- inferring an increase in competitiveness of 12% may be share analysis. Shift-share techniques allow us to calculate imputing too much precision to the technique, the data do the change in employment in Lancaster County’s tourism support the notion that the industry increased its relative sector that is due to changing competitiveness. Briefly, shift- share of national employment in this activity. This would be share “decomposes” changes in an industry’s employment unlikely to happen if the Lancaster performing arts and into different causes, such as national economic growth, spectator sport industries did not offer a product that changes in the mix of industries in a region, and changes in consumers were increasingly interested in attending. the competitiveness of specific industries.

17 TABLE 9: Change in Regional Employment of First-Tier Tourism Industries Attributable to Changing Competitiveness, 1998 - 2001

National Industry Competitive Industry Share (NS) Share (IS) Share (CS) NS + IS + CS Performing arts, spectator sports, and related industries 176 56 85 316 Museums and historical sites 13 14 22 49 Amusement, gambling and recreation industries 850 67 -19 899 Accommodation 4 -104 -194 -293 Food services and drinking places 2 -63 -790 -851 Clothing and clothing accessories stores 8 67 -172 -97 Art dealers 184 0 26 210 Marketing consulting services 94 43 -28 108 Travel agencies 38 -13 -14 10 Total 1369 67 -1084 351

Source: Econsult Corporation (2003).

For the present analysis, changes in employment in the nevertheless a major economic force in the County. tourism cluster’s first-tier industries are analyzed, and According to estimates above, first-tier industries in the using shift-share techniques the components of cluster account for 9 percent of County employment, and employment change that are due to changing total cluster employment is equal to 85 percent of competitiveness are identified. These estimates, which are employment in manufacturing. Other measures of the primarily indicative, are contained in Table 9. cluster’s importance, including overall expenditures, earnings, and tax generation confirm the evidence that the According to the estimates contained in Table 9, the sector is an important, though not the only, driver of the County’s tourism industry lost nearly 1,100 jobs because of County’s economy. changes in its competitiveness as a tourism destination (labeled “Competitive Share (CS)” ). It is important to note Another key point to keep in mind in assessing the tourism that in absolute terms the first-tier industries did not lose, cluster’s importance is the fact that it is essentially entirely but gained, employment on the order of 352 jobs in export-oriented, which means new dollars coming into the Lancaster from 1998 to 2001. However, after accounting region. The calculation of the cluster’s importance for the change in employment due to the national trends, contained in this analysis is derived from data on tourist and its industry mix, the performance of the County’s expenditures, which are by definition expenditures by non- tourism sector was actually one of modest relative decline. residents in the County. These tourism expenditures in The National Share (NS) column in the table indicates the turn were used to calculate the total indirect and induced difference in total employment for a given industry in expenditures and the fiscal impacts to the County. Lancaster due to growth in the national economy from While tourism is an export industry, sectors such as health 1998 to 2001. The Industry Share (IS) column shows the care and education are mostly geared to a local resident- portion of employment growth attributable to Lancaster based market. While this does not reduce their importance County’s industry mix relative to the nation’s mix. in terms of contributions to the well-being of the County, ECONOMIC ANALYSIS SUMMARY their role is not primarily to bring spending into the County. Tourism, on the other hand, is by definition an industry The economic component prepared for this Plan is a whose sales bring in spending from outside the County. comprehensive analysis of the tourism cluster in Lancaster That said, all regional industries compete, to some extent, County. While not as important in terms of overall in related labor markets. The nature of tourism employment as health care or manufacturing, tourism is employment is very different from many other industries,

18 and the County should endeavor to minimize any negative consumers’ understanding that tourism is important to the labor market repercussions on other industries caused by financial health of the nation. A more profound emotional increasing tourism activity. This can be mitigated by explanation is that Americans travel in order to reaffirm upgrading the tourism product and by facilitating their freedom to travel. occupational connections between the tourism industry and other industries in Lancaster County. Transportation Air travel continues to be the hardest hit by 9/11 due to the An indicative assessment of the cluster’s competitiveness increased security measures at airports, the resulting reveals some cause for concern, namely the apparent loss delays, extended travel time, and the still-present fear of of competitiveness in some of the cluster’s industries. The terrorist attacks. Many travelers therefore opt for other trends may well imply a change in the type of visits, with modes of transportation: car, bus, motorcoach, or train. some overnight visits and outlet shopping based visits Lancaster County, being a drive destination, is benefiting seeing slower growth than in the past. While these findings from this trend. do not purport to be accurate identifications of weaknesses Recent studies indicate ridership for charter bus services in Lancaster tourism, they are quantitative support for the and motorcoaches is strong. Even though growth is down, notion that the sector has been losing some ground to National Bus Trader Magazine reports that the total number other national tourist locations since the late 1990s. of nearly 2,500 motor coaches sold in 2002 is higher than all the years from 1985-1996. (The American Bus TRAVEL TRENDS AND Association in its “State of the Motorcoach Industry 2004” LANCASTER COUNTY writes that “the group travel industry is poised to increase ridership from the past few years.” Motorcoach travel is Given the excellent infrastructure of many American popular partly because of market demographics, value and destinations, the diversity of experiences within the United the fact that charter bus service/motorcoach has always States, the professionalism of tourism service providers, been one of the safest ways to travel. Lancaster County has and the high percentage of disposable income many long been a popular bus destination and as a result its devote to travel, tourism has become a determining factor attractions have developed positive relationships with the in the health and well-being of many of America’s regions. motorcoach industry. Its motorcoach preparedness In fact, travel and tourism employ one of every seven exceeds that of most other destinations. Lancaster benefits people in the US civilian workforce. from the strength of busing because this alleviates the For a number of years leading up to September 11, 2001, traffic congestion that would be caused by bringing an many US destinations had been devoting considerable equal number of visitors to the region by private automobile. resources to and had seen considerable growth in leisure Train ridership has expanded significantly, so that Amtrak has tourism. Growth in the first three quarters of 2001 had begun drastically revised its business plan since 2001. Lancaster to slow as a result of the downturn in the American economy. County is poised to benefit from this trend as it has several The immediate effects of the 9/11 terrorist attacks were to Amtrak stops, with improvements and extensions to many modify the tourism trends of previous years and to turn a stations contemplated or already under way. new page for the tourism industry. While the reverberations Trend in Shorter Trips of 9/11 were felt everywhere, the tourism industry was There has been a decade-long trend of increased short among those most dramatically affected. Tourism is visits of three to four days to nearby locations. This trend inextricably tied to the potential consumer’s emotions. has continued after 9/11. Lancaster has benefited from Tourists need to feel secure, and will avoid destinations this trend, particularly because of its location and proximity where they have doubts about their safety. to major travel markets. Despite continued weakness in the economy, tourism has Cultural Tourism seen resurgence. The reasons are varied and complex. While cultural tourism has been the largest-growing Americans value their leisure time and, as fear of travel has segment of leisure travel in the past decade, since 9/11 subsided, our population is resuming travel during there has been a rapid rise in interest in activities and vacations. Some have attributed this resurgence to

19 destinations that are deemed patriotic, either because of Empty Nesters special events or the destination’s stature in American As Baby Boomers’ children reach college age, it is anticipated history. The region as a whole benefits from this trend. that this demographic group will become an even more important target for tourism destinations. The consumer study Tourists want to see and experience something unique, a conducted for this report indicates that adults (those traveling reason for them to travel away from home. This has been without children) have been an important staple for Lancaster a dominant motivator for the past decade. Tourists are County, and is a group that is predisposed to appreciate the especially motivated by the “I was there to see that” factor. Lancaster product whether or not they have visited. For While Lancaster County has many unique experiences, example, a Tourism Industry Association study shows that there is little emphasis on time-limited activities, such as a mature travelers are much more likely than their young special event or festivals targeted at tourists. counterparts to prefer trips for which the primary purpose is to Geo-tourism learn about the destination. Both the County and the City can A recent National Geographic/Travel Industry Association benefit from this predisposition. study identified “geo-tourism” as a label that exemplifies 55 Cross-Promotions million American travelers’ environmental and cultural The Pennsylvania Dutch region attracts three main behavior. These geo-tourists support tourism that sustains or categories of visitors: those visiting friends and family, enhances the geographical character of the place being those on leisure trips, and those on business. All three visited, including its environment, culture, aesthetics, categories can benefit from cross-promotions. For heritage, and the well-being of its residents. The difference example, following the trend that more and more people between the traditional cultural/heritage tourist and the geo- want to travel with their families since 9/11, the business tourist is that the geo-tourist is attracted to the entire array of traveler is seeking more ways to “bring the family along,” unique products Lancaster County has (or can have) to offer: thereby combining business travel with leisure tourism. the City of Lancaster, farmlands, nature trails, outdoor Lancaster County is positioned to benefit from this trend. recreation areas, and heritage attractions such as the Amish. The majority of geo-tourists prefer trips to destinations with Convention and Meeting Travelers authentic historic or archeological buildings and sites, as well A fourth category of visitor – those attending conventions as trips where they can experience cultures and lifestyles and meetings – may become a greater part of the mix if a very different from their own. Convention Center is completed. There will soon be even more opportunities to conduct cross-promotions of Developing products in Lancaster County, such as nature business and leisure activities which will extend the tourism and the City of Lancaster, can benefit from business/convention traveler into the category of the satisfying the needs of the geo-tourist. overnight discretionary leisure tourist. The convention and Family Travel meeting visitor will also stimulate the development of new There has been a consistent rise in tourists traveling as and enhanced tourism product in the City of Lancaster. families with school-aged children, which has been even Marketing to Locals more pronounced since 9/11. The tragedy of the 2001 Another change brought about by 9/11 is that cities and attacks and the fear of new attacks make clear how dear regions are spending more time and resources marketing family is and how tenuous our ability to spend time with to their own residents. To boost in-state/in-region visitation, loved ones. Family travel presents an opportunity for SeaWorld Orlando/Adventure Island and Busch Gardens in Lancaster. Although family visits to the region are strong, Tampa launched a package that allows visitors to pay for a they can be stronger. The County has a wealth of product one- or two-year pass on a monthly basis, with no interest offerings for families and an infrastructure that is family- charges or additional fees. friendly, but not as well-known as it might be. Obviously travel times are limited because of school schedules, so Nebraska is the first state to implement a statewide toll-free that summer, winter, and spring recesses and three-day 511 telephone system to give its driving travelers road and holiday weekend packages must be promoted. weather conditions. In the future, hotel accommodations, restaurants, and other travel destinations can be added to create an “Intelligent Travel System.”

20 The Greater Philadelphia Tourism Marketing Corporation has launched a Visiting Friends and Relatives program wherein road shows are organized throughout Philadelphia and the surrounding five counties to promote pride among residents. A special press kit is available, complete with accompanying Residents Guide. Special events occurring anywhere within the region are promoted aggressively through advertising, presentations, public relations efforts, and the web site. Lancaster would do well to heed these examples by marketing to its residents and ensuring that they are knowledgeable and supportive of the tourism product.

Packaging Packaging is an effective attraction tool used increasingly by destinations. For example, some AAA clubs have developed additional regional packages and are offering “One Tank Trips” specifically for motorists in their areas.

Lancaster County is positioned to benefit from this trend. The PDCVB has repeatedly packaged for heritage tourism with Hershey, “Philadelphia and Its Countryside” via the Greater Philadelphia Tourism Marketing Corporation, and York County, all of which offer a large variety of tourism experiences. While individual attractions within the County occasionally create packages together, and there are a few cross-industry packages grouping hotels with restaurants and/or attractions, more opportunities should be pursued.

Internet The use of travel agents has been decreasing steadily in the past few years. The internet has played a major role in this decline. Increased use of the internet for vacation planning has been astounding. From 1997 to 2002, the use of the internet in travel planning/booking increased more than fivefold. More than 39 million bookings were made online in 2002, a number that continues to increase exponentially every year. Reaching out directly to the consumer has become the most critical element of tourism marketing, because more and more travelers go online not only for travel information, but also to buy train tickets, book hotel rooms, and order tickets for special events. The PDCVB has launched and upgraded an extensive website, and the organization needs to ensure that the site remains state-of-the-art and user-friendly. To remain competitive, individual attractions also need to invest in their web sites and promotion through the internet.

21 Guiding Principles

23 Lancaster County has long been active in tourism and has management in Lancaster County be created. Without been thoughtful about its approach to planning and growth such a system, the likelihood of inconsistent, non- over the past several decades. Building on these efforts, prioritized, insufficiently focused tourism growth increases. the Strategic Tourism Development Planning process has A sustainable tourism development system, on the other as its foundation four guiding principles. hand, can fulfill economic, social, and aesthetic needs while maintaining cultural integrity and ecological processes. It can provide for today’s hosts and guests while STAKEHOLDER INVOLVEMENT protecting and enhancing the same opportunity for the The first guiding principle was to continue the County’s long future. To create a coordinated sustainable approach, the tradition of including the public in all of its planning efforts. plan has concentrated on creating: It was clearly understood that for the strategic plan to • Greater understanding of the positive economic succeed, local buy-in (especially by a knowledgeable and impact of tourism committed tourism industry and active local residents) • A strategic plan that will increase visitation to the would be essential. Therefore it was a top priority to draw region and extend stays without negatively stakeholders into the planning process through numerous impacting the residents and their quality of life one-on-one interviews and group meetings. Focus groups • Locally-appropriate new and enhanced tourism and presentations to organizations with interest and products and experiences that respect the scale, involvement in tourism-related issues were conducted. nature, and character of Lancaster County’s unique Additional research and surveys were conducted to gain places the broadest input possible. Involving stakeholders • Improved quality of life for residents/communities provided the opportunity to obtain suggestions, through the provision of new cultural, recreational, understand concerns, and receive feedback on ideas, and entertainment facilities, improved directional while helping the community understand the crucial role and wayfinding signage, and job opportunities they have in the planning process. Over the course of the • Increased funding for sustainable tourism planning planning process regular presentations to tourism-related and development groups in Lancaster County regarding progress and Local businesses in the tourism sector, and the economy findings were made. Not only did many of the best ideas as a whole, will prosper as a result of the attention and and insights come directly from stakeholders, but every planning devoted to these goals. Yet businesses will not be effort was made to foster a feeling of ownership of the plan the only ones to benefit. Because the overall approach in that will lead stakeholders to more readily accept and help this Plan addresses the setting in which tourism takes implement the plan’s recommendations. place, and because the recommendations will result in enhancements to the quality of the tourist experience, local residents will also benefit. What tourists find attractive in an SUSTAINABILITY area are often the same features and characteristics that The second guiding principle in the strategic planning draw residents (this is borne out by the primary research process was to support the strong preservation and conducted for this plan, which found a nearly one-to-one stewardship efforts that Lancaster County already has under correspondence in thinking between the residents of the way to protect its outstanding natural, cultural, and historic County and travelers to the area). Therefore, strategic resources. It is clearly understood that successful tourism tourism development in Lancaster County will both achieve depends on the quality of the natural and built economic development goals and enhance quality of life environments. As such, the long-term viability of the industry for residents. in any location is directly dependent on maintaining its natural, cultural, and historical integrity. Sustainable tourism solutions that would preserve this integrity, history, and INTEGRATION OF SUPPORTING beauty of the Lancaster area provide the foundation for the STUDIES AND REPORTS goals and actions contained in this plan. The third principle was to integrate and build on the many relevant and quality studies, reports, and plans created in Therefore, it is critical that a unified and integrated system the past decade in Lancaster County, rather than “starting for sustainable tourism planning, development, and from scratch” or “reinventing the wheel.” These plans and

25 studies have been completed for the public, private, and 15 to 20 years, thereby providing much-needed long-term nonprofit sectors and provided a strong foundation on planning for the City. In 2003, the status of the first five which to build this strategic tourism plan. years of the plan was assessed. While “some progress has been made in all seventeen areas,” it is important to note Much attention has been paid to tourism planning in that some projects are much further along in development Lancaster County, largely through the efforts of the than others. Crucial to the Strategic Plan process was the Lancaster County Planning Commission. In the 1990s, fact that less than one-third of the strategies were tourism- LCPC pointed out that few of the County’s historic related, although it clearly acknowledges “developing resources are made accessible or marketed to visitors and tourism as economic development.” Indeed, Team residents in a coordinated and authentically interpreted Lancaster has listed the 17 strategies and tracks the manner. To begin addressing these issues, the 1991 LCPC progress on each of them. Plan related one of its policy components directly to tourism. Three years later, Lancaster County initiated a More current tourism-related studies and reports have countywide heritage tourism program, which focuses on been completed by a variety of consulting firms with a types of resources that make the County an identifiable focus on several county or citywide opportunities including place, and on the need to build strong links between multi-cultural tourism, the arts, and positioning Lancaster promotion and preservation. In January 1998, the LCPC City as a tourism destination. Additionally, several other submitted a Heritage Tourism Plan with the thesis that reports have been completed that focused on specific Lancaster County, “despite its changing landscape, is tourism development opportunities including museum and uniquely positioned to gain significantly from its greatest attraction development in Lancaster City. Other scholarly assets – its natural, cultural, architectural, and historic reports and studies have also provided invaluable heritage.” The 1998 plan evolved from the earlier efforts. It background and guidance to the preparation of this is a complete plan in that it addresses every aspect of Strategic Plan. It is this comprehensive wealth of ongoing heritage tourism, such as criteria for resources, inventory, planning and research that forms the foundation for this principles, tour routes, public involvement process, Strategic Tourism Development Plan. organizational structure, mobility issues, public relations, and marketing. ACHIEVABLE RECOMMENDATIONS In 2001, the “Lancaster-York Heritage Region Executive The fourth and final principle was to ensure that the plan was Summary and Management Action Plan” was completed, concise and straightforward and resulted in “doable” or as a requirement for designation as a Pennsylvania achievable recommendations. The plan is written to be Heritage Park. The Plan includes an interpretive concise and straightforward, and to make recommendations component that focuses solely on heritage tourism. Most that could be easily accomplished within the scope of area importantly, this plan identified five major themes: 1) Quest resources and stakeholder capacity. While the plan does for Freedom; 2) Foodways: From Farm to Table; 3) identify many implementable actions and opportunities to be Innovation, Invention, and Tradition; 4) Town & Country: undertaken over the life of the plan, only a limited number Forging Communities, Cultivating the Land; and 5) Natural of catalytic recommendations are proposed initially to allow Ways: The Susquehanna River and Beyond. An for greater focus of efforts and limited resources. When organizational entity has been created to manage the implemented, these recommendations will lead to tangible, interpretation, packaging, and marketing of these five easily measured accomplishments that can be used as themes, and marketing materials have already been building blocks to get the community more involved. These produced for the two-county region. recommendations are also meant to serve as catalysts for Several studies pertaining solely to the City of Lancaster the introduction of additional initiatives over time. have been conducted. In 1998, an “Economic Development Action Agenda” for Lancaster was prepared that was to “stimulate the economic revitalization of the City of Lancaster by developing a community-supported vision and action agenda.” The 17 strategies in the Action Plan were intended for implementation over the course of

26 The Planning Process

27 The strategic tourism planning process included two initial were chosen because of their tourism-related experience components: 1) an assessment of current conditions and and insights. background research, and 2) a strong public and stakeholder involvement process. SPECIAL INTEREST GROUP MEETINGS Group meetings were held with Team Lancaster, RESEARCH AND ASSESSMENT Destination Downtown, and several other groups whose primary interest was the City of Lancaster. The research phase of this process included 1) a review of dozens of studies, reports, marketing materials and Four focus groups were held to solicit ideas and obtain electronic sources, 2) a current attractions and feedback on recommended concepts. The groups ranged infrastructure audit, 3) a market identification and from 7 to 12 participants and included bed & breakfast comparative destinations analysis, and 4) a tourism operators, hoteliers, towns and villages representatives, leadership assessment. and representatives from funding/financing institutions. A fifth group meeting was conducted with local state In addition, the planning process included the preparation legislators to discuss the preliminary concepts being of two very detailed and important studies: 1) an Economic formed as a result of the public input component of the Impact Study, and 2) a Mobility Study (See Appendices A planning process. & B respectively). Both of these research documents provided critical information for the formation of SURVEYS appropriate goals and strategies contained in this plan. Four public input surveys were conducted to take the pulse of local residents, municipal officials, members of PUBLIC INVOLVEMENT STRATEGY the PA Dutch Convention & Visitors Bureau, and the traveling public. The public involvement and stakeholder process was a meaningful and integral component of this tourism planning The Lancaster Sunday News published the Resident effort. A SWOT (strengths, weaknesses, opportunities, and Survey on March 7, 2004, along with an accompanying threats) analysis was utilized throughout most of the process story about the Tourism Plan. This survey asked particular to allow for consistency in the feedback. Components of this questions related to tourism in Lancaster County and process included: engaged the public to respond based upon their local knowledge of what makes Lancaster County a unique TOURISM TASK FORCE tourism destination. The community sent back 189 The Lancaster County Board of Commissioners and completed responses. Lancaster County Planning Commission appointed a The 2004 Local Government Survey was created as an Tourism Task Force in August of 2003 to begin addressing independent survey to track the goals and concerns of the many tourism-related opportunities and challenges that Lancaster’s 60 municipalities regarding tourism. This Lancaster County is currently facing and will need to face survey was mailed to local government officials with a over the next several decades. The twelve-member Task cover letter explaining the long-term planning process. Force played a central and key role in the planning process. One-third of the municipalities responded. The charge to the Task Force was to create a Strategic Tourism Development Plan that would be adopted as a The Local Tourism Industry was surveyed as well, component of the Lancaster County Comprehensive Plan. represented by those business owners who belong to the PDCVB. Among the PDCVB membership, nearly INTERVIEWS 17% of surveys were returned. Among the respondents, Over fifty one-on-one interviews were conducted with nearly 40% ran accommodations, another 20% ran individuals recommended by the Tourism Task Force. A shopping or retail businesses, and another 24% were wide range of stakeholders was represented including operators of attractions. academics, bed & breakfasts, hoteliers, operators of The above-mentioned surveys appear in Appendix C and attractions, restaurateurs, and public officials. Interviewees are discussed further in Public Involvement Findings.

29 A Consumer Survey of the traveling public who are within Market took an overwhelming first place when residents Lancaster’s overnight visitor market was conducted by were asked which places or events they would Frederic John and Associates via telephone. A total of 451 recommend to out-of-town guests visiting Lancaster City interviews were successfully completed among adults who for the first time. References were also made to the travel either with families (225) or as adults only (226). A substantial tourism draw or potential of Lititz, Ephrata, remarkable 43% of the respondents had visited PA Dutch Columbia, and Marietta. Country within the last three years. The 26-minute The most popular tourism sites for residents in the County interview asked questions about general attitudes were not necessarily the most popular for non-resident concerning destinations, specific attitudes concerning consumers. For example, while the Heritage Center what people want in this kind of destination based on a Museum, the Fulton Opera House, and Wheatland are lengthy list of characteristics, behavior (e.g. where they enjoyed by local residents, they are lesser-known to non- have been over the past three years, for how long, with resident consumers. Locals recommending places to an whom), preferences based on evaluation of specific places out-of-town visitor overwhelmingly support sites such as they have been to or have heard about including the Strasburg Rail Road, Landis Valley Museum, Ephrata Lancaster, overall impressions of these places, and the Cloister, and Wheatland. likelihood of visiting these places in next two years. The findings and conclusions of this survey can be found in Everyone seems concerned about traffic congestion and Appendix D. inadequate roads, both as a current weakness and as a major threat in the future.

PUBLIC INVOLVEMENT FINDINGS Respondents bring friends and family (either residents or The overall research and public involvement phase of the out-of-towners) to attractions or special events in Lancaster planning process provided invaluable information and County an average of four times a year. There is therefore guidance to the Tourism Task Force and consultant team. considerable opportunity for word-of-mouth-related Findings from the volumes of documents, dozens of visitation and a clear need to keep the local public meetings, scores of interviews, on-site assessment, and informed of the product offerings available. research data were distilled into a listing of major The majority of people agreed the tourist attractions that strengths, weakness, threats, and opportunities, often should be emphasized to keep Lancaster County a referred to as a SWOT Analysis, for tourism in the area. Two competitive destination in the future are: sets of SWOT analyses were compiled, one for the City of Lancaster and one for Lancaster County, and are included • Attractions and events that relate to the County’s in the Supporting Documents section. historic, cultural, and architectural heritage, including museums, historic buildings and rural landscapes, The results of the SWOT Analysis were integrated into each and agricultural attractions of the Strategic Goal Chapters under the Lessons Learned • Attractions and events that relate to the County’s and Critical Issues section. antiques and local craft offerings, art galleries, and the performing arts RESIDENT SURVEY • Attractions and events which relate to Lancaster County’s natural and outdoor resources, including The resident public agreed that Lancaster County is unique camping, hiking, canoeing, kayaking, and bird and distinguishable from other travel destinations due to: watching • Amish and Plain Sect Communities • Attractions and events that are located primarily in • Farm Market/Roadside Stands the County’s urban places, like the City, boroughs, towns, and villages • Rural Landscape • Historic Buildings/Architecture/History Interestingly, nearly one-third of the respondents cited Downtown Lancaster as the best opportunity for tourism development among communities in the County. Central

30 LOCAL GOVERNMENT SURVEY same.” The relative success indicated by these responses pertained to several important factors: One-third of Lancaster’s 60 municipalities responded to the Local Government Survey of 2004. The top three • Specific marketing by the businesses or sites tourism-related goals that the survey participants themselves to augment the PDCVB marketing believed would most benefit their municipalities in the • Marketing of local relationships and themed tours future were: • Knowledge of and access to existing customers • Preservation of local culture/heritage • Ability to attract repeat business through relationship-building • Preservation of natural/protected areas • Brand recognition • Increased opportunities for local residents and/or visitors for shopping, eating, visiting attractions • Optimizing the location of Lancaster County While no municipal officials responded that tourism was • Good web sites and online marketing “extremely important” to their municipality, most indicated • Addition of new programs and exhibits that tourism was “very important.” • Enhancement of the product

Issues and challenges of concern to these municipalities were: • Good customer service The local tourism industry is optimistic about the future. • Directional/wayfinding signage for visitors Nearly 25% believe their “business will grow faster than the • Transportation mobility overall industry.” Another 30% believe their business and • Product enhancement the industry will grow at about the same rate. Very few think • New product development – historic sites and either their business or the industry is likely to decline. museums, heritage attractions, walking tours, antique and local craft shops, bicycling tours, and The concerns and issues challenging the Lancaster County art galleries and studios tourism industry today echo the thoughts of the local As with the local resident public, there is a tremendous resident public: opportunity to educate and inform municipal officials • Over-development (commercial and residential) about the breadth and depth of product offerings in the • Loss of farmland County. For example, currently two-thirds of respondents • Loss of authenticity have never visited Lancaster’s tourism web site - www.padutchcountry.com. • Traffic • Poor signage TOURISM INDUSTRY SURVEY • Loss of uniqueness This survey reveals that business owners who are Industry-specific concerns are: members of the PDCVB share the same views as the • Having an old, unchanged product general public about what makes Lancaster County a unique tourism destination: • Remaining competitive • Reaching out to new, non-traditional markets • Amish and Plain Sect communities • Lack of reinvestment in products • Rural landscape • Farm markets/roadside stands CONSUMER TELEPHONE SURVEY • Antiques/crafts The consumer telephone survey results reveal that • Community character/uniqueness Pennsylvania Dutch Country meets or exceeds almost all of • Quiet/peaceful/relaxing the most critical demands of both families and adults (traveling without children). By far the most prevalent • Affordability associations that come to mind when travelers think of PA More than 40% of respondents said their business has Dutch Country are historic towns and villages, interesting been doing “well above” or “somewhat above” average in customs and traditions, and/or Amish culture. the last four years relative to the overall county industry. Slightly more than 40% said their business was “about the

31 The survey results also revealed that Lancaster has the characteristics that are important to travelers. The destination characteristics with the highest salience and the strongest impact for both families and adult travelers are: a) opportunity to learn about other customs and traditions, b) place where you feel safe, c) scenic beauty, d) overall good value, e) opportunities to eat unique local foods, and f) easy to get around. Leverageable characteristics important to families are amusement parks, rides, and fun activities, and the opportunity to share special experiences with children. A leverageable characteristic for adults is the wide range of shopping opportunities.

When evaluating ideas for new attractions, ice cream factory tours and a museum about the Constitution and Civil Rights generate the most interest, with half of all travelers indicating they would definitely take the tour or visit the museum. The next most popular contemplated attractions were a historic walking tour of the City of Lancaster and upscale dining (the latter was especially important for those who had already visited the destination). Third-tier attractions included a mega indoor water park and a Quest for Freedom tour.

The findings of the considerable research and public involvement processes that were conducted as part of this planning process provided a strong foundation for the Tourism Task Force and consultant team to develop the strategic vision, overall objective, goals, and achievable actions that are outlined in the next chapter.

SUMMARY OF SURVEY RESULTS Astonishingly, all four surveys resulted in consistent findings regarding Lancaster County and its unique characteristics as a destination. Locals, government officials, industry representatives and consumers all identified Lancaster County’s rural landscape, Amish and Plain Sect communities, farm markets, and historic towns and villages as the characteristics that distinguish Lancaster County from everyplace else. They also all agreed that attractions and events that relate to the area’s natural, cultural, historic and architectural heritage should be what is promoted and developed in the future. Unmanaged growth and sprawl, loss of authenticity, traffic congestion, and lack of reinvestment in current attractions were also identified in the local surveys as major concerns.

32 Strategic Vision

33 VISION Becoming and remaining a successful tourist destination is a complex undertaking. It requires strong community and government support, quality leadership, continuous marketing efforts, the ability to build upon the region’s intrinsic tourism strengths and resources, an understanding of the importance of infrastructure and linkages, and competitive funding.

The vision for Lancaster County is to build upon the area’s historic commitment to tourism, enhance existing and develop new sustainable and authentic tourism products that appeal to both current and new market audiences, and create linkages to satisfy tourist needs while enhancing the quality of life for the local residents.

OVERALL OBJECTIVE The overall objective of long-term tourism planning for Lancaster County is to:

Increase the economic, social and environmental benefits of tourism in Lancaster County.

35 Strategic Recommendations

37 The Lancaster County Strategic Tourism Development Plan • Build on Currently Existing Foundations – this method has been designed to guide and lead Lancaster County takes the products and strengths of the area and towards achieving its strategic vision of becoming a utilizes existing resources to shape new products. successful and sustainable tourism destination that will • New Blockbuster Product – this is the “silver bullet” benefit all stakeholders. theory that a destination needs to look for a major new and different product that significantly The following chapters are arranged around the five key increases numbers of tourists entering and staying Strategic areas which evolved from this planning process: in the area. The blockbuster product is often the most expensive route to take because of the size of Product Development; Infrastructure and Mobility; investment involved. Gambling and aquariums are Marketing; Outreach and Public Involvement Strategy; and examples of this category. an Organizational and Collaborative Strategy. Based on an analysis of these four approaches, the Each chapter includes 1) background information related Strategic Tourism Development Plan recognizes that it is to that chapter’s specific Tourism Strategy 2) lessons very unlikely that a single blockbuster product could be learned and critical issues that were identified during the found to guarantee that Lancaster will attract new public involvement process, 3) strategic goals, and 4) an audiences while remaining a premier tourism destination associated actions. Additionally, for each action, there is an for future decades. To identify such a “silver bullet,” there identified time-frame and suggested leadership for would need to be a concurrence of a unique idea, implementation. substantial funding, appropriate location, entrepreneurial expertise and commitment, government assistance, and And finally, each chapter concludes with “measurements for perfect timing. Even when identified, blockbuster products success” for that respective strategy. While the Strategic can harm the quality of life for residents, are often not Tourism Plan’s success can only be determined over time, it sustainable, and can quickly lose their allure. is important that benchmarks be established as early as possible. These benchmarks or “measurements for success” Therefore, the overarching product development can be established by a new Lancaster County Tourism recommendation for Lancaster County is to build on Development Corporation to achieve the vision in this plan. currently existing foundations. Lancaster’s character is distinct and its product is ample and deep enough to provide a solid base for product development of many PRODUCT DEVELOPMENT different kinds. Previous planning documents, studies and STRATEGY the public involvement process conducted for this study all BUILD ON LANCASTER COUNTY’S STRENGTH identify the County’s heritage resources as the “product” AS A TOURISM DESTINATION and that they that must be preserved and protected, at all costs, to remain a unique and competitive destination in Background the future. As a result, Lancaster County should enhance, Product development and enhancement must be an extend, remodel, create add-on products, and package ongoing and critical component of any successful tourism what is already there so as to achieve a cumulative result. destination. The Strategic Tourism Development Plan New product development recruitment guidelines should recognizes that there are four ways by which destinations be established to ensure the appropriate types of new can improve their tourism product: attractions and visitor services are encouraged.

• Maintenance – this involves efforts to keep With these goals in mind, the Plan proposes that Lancaster attractions fresh, facilities up-to-date, etc. In most City, particularly downtown, the James Street Improvement cases, Lancaster sites and attractions are being maintained. Those that aren’t should be handled on District and ChurchTowne, has the greatest opportunity to be an individual basis. the new and exciting tourism product for Lancaster County. • Enhancement – this includes improving the quality of The City has so many key assets that it can be viewed as a sites, enlarging upon current offerings, renovating new product whether or not a convention center is built. existing facilities, and extending programming or Since there has been little packaging, partnering, or hours of operation. Again, many sites and attractions marketing of attractions in the City heretofore, the City can be in Lancaster are pursuing this method privately and presented to the tourist as a new and exciting product. should be encouraged to continue to do so.

39 Other unique characteristics of the County, including its • Considering the volume of attractions, there is very several towns and villages and scenic corridors, should be little collaboration a focus of product development in the near future because • Substantial portions of attractions need enhancement they can also offer a truly authentic Lancaster County and reinvestment to be sustainable heritage experience. The Strategic Tourism Plan also • The City of Lancaster has opportunities for product proposes the designation of Tourism Development Areas expansion and Corridors to facilitate this focused effort. Outside of Strategic Goals these designated areas, the County’s rural landscapes and large pristine natural areas also offer an opportunity to GOAL 1: expand agri-tourism and eco-tourism products in a PROTECT, PRESERVE, AND ENHANCE sustainable manner. These culturally and environmentally LANCASTER COUNTY’S AUTHENTIC NATURAL, significant areas will require additional protection CULTURAL, HISTORIC, AND ARCHITECTURAL HERITAGE ASSETS AND DISTINCTIVE “SENSE OF measures through the implementation of smart growth PLACE” AS THE FOUNDATION FOR FUTURE tools and techniques, if they are to continue to be SUSTAINABLE TOURISM DEVELOPMENT AND sustainable into the future. PROMOTION

And last, but not least, a concerted effort needs to be Lancaster is blessed with tremendous natural and man- made to create connections between the City and County made resources to develop, enhance and promote eco- products. This symbiotic relationship will increase the tourism and heritage tourism. Enhancements that are made likelihood of longer stays and greater economic impact. to existing product (whether infrastructure or attractions) must take advantage of the enormous pride Lancaster Thus, the Strategic Tourism Plan prioritizes the product County has in its “sense of place.” Tourists are drawn to the development recommendations to create the most real and the authentic, so that creating new products that substantial economic impact possible, ensure reflect the County’s unique natural, cultural, historic, sustainability, be true to the spirit of Lancaster County, architectural and cultural heritage will be appealing. These enhance the quality of life for residents, and live up to the new products also need to reach new markets and reflect standards of quality expected by tourists. This, of course, the cultural diversity of Lancaster County’s resident base. To will require the region to take a more active role in new achieve this goal, sustainable tourism practices and tourism product development. development that enhances the cultural and environmental quality of the County must be established. New product Lessons Learned & Critical Issues development recruitment guidelines also need to be • The Amish provide Lancaster with a distinctive prepared to provide guidance for the types of attractions product offering and visitor services that would be appropriate and • Lancaster County’s rural country setting is an encouraged in the County. To make certain that new important selling point and must be preserved product development actually moves from concept to • The authenticity of Lancaster’s attractions is reality, personnel and technical resources must be engaged important to visitors to ensure that appropriate mechanisms are in place to • Lancaster County has a large volume and variety of “close the sale” on new attractions and visitor services. attractions New product in this regard can take the form of thematic • Lancaster’s heritage and cultural offerings need to be developed further and geographic-based visitor packages, and thematic automobile, bicycling and walking tours. The • Lancaster County has opportunities in terms of enhancement and expansion of the Lancaster County thematic tours, product, and marketing Heritage Program is another way to increase “authentic” • There is a limited number of attractions for heritage products in the County. Additionally, support multicultural audiences, and few nighttime activities for any kind of tourist should be given to enhance existing and create new hallmark special events, such as the existing “Quilters • Lancaster County’s tourism activities do not satisfy all demographic groups Heritage Celebration.”

40 Two areas that would have substantial visitor appeal and exemplification of Lancaster’s heritage. It is both authentic an opportunity for success could be centered on Lancaster’s and unique. A focus on food is a good way to move tourists craftsmanship and food. around the County. It has been packaged as a wonderful heritage product called Growing Traditions through the Develop a Master Crafts Tour Lancaster-York Heritage Region Program, but this The development of a Master Crafts tour could add a emphasizes markets, dairies, stands, and orchards. The significant new product offering for Lancaster County. Made in Lancaster County Food Route can expand the Local residents are known to be good with their hands. notion of Lancaster Food to make it attractive to a wide Homespun articles and handmade goods abound variety of audiences by including restaurants, ice cream throughout the County. There are already several sites factory tours, and specialty stores that carry distinctive making use of a “Made in Lancaster, PA” concept, some food items such as Miesse Chocolates, which tie the City to of which are not “tourist” sites per se, such as furniture the wider County product. stores. Indeed, Turkey Hill’s market research has indicated a high brand equity in a “Made in Lancaster” position. As with the Master Crafts itinerary, the Made in Lancaster County Food Route is simply a cohesive map with good A package of Master Crafts could easily be created from descriptions of ALL the opportunities in the County to existing resources to link stores, sites, and individuals so sample Made in Lancaster County Food. Again LCPC the tourist could enjoy demonstrations by master would set forth the criteria and guidelines; PDCVB would craftsmen, learn about the joy of creating from scratch, and develop an itinerary that would be appealing to visitors. buy locally-made goods for themselves and as gifts. LCPC might take the lead here, at least initially, to develop criteria A Lancaster County Food Celebration could be developed and guidelines that pertain to the authenticity of the area. to create a sense of urgency in the tourist. Yet again, this idea would not require additional investment dollars or PDCVB would then create an itinerary that would be self- renovation of existing sites. Sample activities might include guided to allow the tourist to begin and end the tour at any several restaurants competing for the best shoofly or point and choose how many points of interest to visit. rhubarb pie in a two-week period, with consumers using a In order to create a sense of urgency that would compel common form to vote for their favorite and the winner the tourist to book a visit to Lancaster at a particular time posted on the PDCVB website; signage in stores and and not postpone the trip, a week-long “Made in Lancaster restaurants explaining that particular foods have been Celebration” could be marketed. This would not require made with the latest pickings from Lancaster County and investment dollars nor any retrofitting or renovation of even providing a date picked (mostly in the summer existing product. It would require organization and months); and listings in PDCVB materials of special collaboration, however. Furniture stores, for example, recipes in which Lancastrians take pride and want others would have to agree to pay for an ad and listing in a Master to taste (similar to clam chowder in New England). Crafts brochure (both printed and online) to help Enhance and Expand the Lancaster County Heritage underwrite the marketing costs. For the special event Program portion of the celebration, stores would offer a special Currently, the Lancaster County Planning Commission is in Made in Lancaster Celebration discount of 10%, free the process of enhancing and expanding its nationally shipping within 200 miles, or some other incentive simply recognized Heritage Program. Currently the program to underscore the special, be-here-then notion. designates authentic heritage resources including historic sites, services and events. The program should be Create a “Made in Lancaster County” Food Route and Food Celebration expanded to include the designation of entire communities, Another new product that could be “developed” includes landscapes, routes, and products. The expansion and the creation of a “Made in Lancaster County Food Route” maintenance of this program is vital to the County’s integrity and Lancaster Food Celebration. Throughout local and and attractiveness as a heritage destination. consumer research data, common refrains were pride in local food and interest in eating local foods. Not only is food appealing to both the local resident and the tourist, but it also abounds in Lancaster and is a fitting

41 GOAL 2: Areas/Corridors defined as Tertiary, in the Plan, do not FOCUS RESOURCES ON PRIORITIZED AREAS currently exhibit strength in attractions, visitor services or AND CORRIDORS THAT HAVE THE GREATEST infrastructure but have longer term potential for tourism POTENTIAL FOR TOURISM DEVELOPMENT development provided the appropriate local public and The Strategic Tourism Development Plan proposes the private support is harnessed. designation of Tourism Development Areas and Corridors, The second type of Tourism Development Area proposed in the purpose of which is to assist the public, private and the Plan is Rural Resource Based Tourism Areas. These non profit sectors in directing resources (both financial and areas include large rural and natural landscapes, generally technical) to create a countywide network of focused outside of established Urban Growth Areas, identified in the attractions and services. By clustering and concentrating Lancaster County Comprehensive Plan. Preservation of the attractions and services in specific areas, visitors will also natural, cultural and historic resources of these areas is become aware of these places and choose to go there. paramount. The towns and villages within these designated The Plan proposes that a hierarchy of Tourism landscapes could serve as gateways for interpretation and Development Areas and Corridors be established to provide limited visitors services and facilities. The types of differentiate the levels of visitor readiness, local support attractions and services most appropriate for these and thus priority. Two major categories are proposed: 1) sensitive landscapes include agri- and eco-tourism based Urban Tourism Development Areas and Corridors, and 2) opportunities including but not limited to B&B’s, country Rural Resource Based Areas. inns, farm stays, farm markets and roadside stands, wineries, outfitter services, campgrounds, scenic roads and Urban Tourism Development Areas/Corridors are those bicycle routes. that are within County-designated Urban or Village Growth Areas and are recognized as having a critical mass of The Rural Resource Based Areas defined in this Plan have attractions and services necessary for tourism also been designated as either Tier 1 or Tier 2 areas. Tier 1 development, or have the potential to become designated areas are those that are generally recognized currently or are as Tourism Development Areas in the future with the in the process of creating sustainable tourism development, appropriate level of support and financial resources. Many such as the Susquehanna River Valley. Tier 2 areas are those of the County’s towns and villages, for example, fall into that have the potential for rural resource-based tourism this category and could be established as “new” and opportunities and include Northwestern Lancaster County authentic heritage products. Agricultural Landscape and Southern Lancaster County Agricultural Landscape. The rural towns and villages within Urban Tourism Development Areas/Corridors (TDA/C’s) are these landscapes, such as Landis Valley, ChurchTowne and further broken down into Primary, Secondary and Tertiary Maytown, could serve as gateways for interpretation and Areas. Primary TDA/C’s have existing and recognized provide limited tourism facilities and services. attractions, services and infrastructure and are further defined as Tier 1 and Tier 2. Tier 1 areas need only In all of the defined Urban Tourism Development continued enhancement of attractions and services to Areas/Corridors and Rural Resource Based Tourism Areas, remain competitive, such as Lititz, Strasburg area (east of a variety of tools and incentives should be made available to the Borough), and the Route 340 corridor (Bird-in-Hand, improve and enhance the quality of life in these places. For Smoketown and Intercourse). Tier 2 areas, on the other example, design guidelines, historic preservation programs, hand, require significant enhancement, reinvestment and tax incentives for commercial and residential property upgrading in order to remain competitive. These include owners for façade improvements, preservation zoning, and the Route 30 East and the Route 272 North corridors. sign controls would go very far in reaching the dual goals of creating great places to live and great places to visit. Brief Secondary Urban TDA/C’s exhibit significant potential for and focused strategic plans for each existing and proposed tourism development in the near future, that is, one to five Tourism Development Area/Corridor should be prepared. years. Examples of secondary areas include, but are not These plans should address all aspects of tourism planning limited to, the City of Lancaster, and the boroughs of and development and can serve as a “prospectus” for Marietta, Columbia, Strasburg, and Ephrata. potential developers and individual entrepreneurs.

42 In addition, the concept of creating a network of Tourism coordinating with the Lancaster/York wayfinding program Development Areas also requires that transportation already under way. linkages be established to connect the various designated For a complete listing of designated areas, as well as the areas together into a seamless system of scenic byways, criteria for designation and an enlarged color version of shuttle routes, and non-motorized pathways which would this map, please see Appendix E. represent a cohesive, enjoyable way of touring the entire region. These linkages could be further enhanced by

Lancaster County Proposed Tourism Development Areas/Corridors

43 GOAL 3: While the County has shopping outlets with franchises, ESTABLISH THE CITY OF LANCASTER AS A chain stores and brand names, the City can provide a NEW AND EXCITING TOURISM PRODUCT FOR complementary but different experience by focusing on THE COUNTY specialty shopping such as boutiques, unique items, The City of Lancaster has the best opportunity to become handmade goods, and local input. the new product for the Lancaster area. It has several In the same way, the faith-based experience of the County advantages. It is an already existing product that is can be combined with ChurchTowne and Houses of geographically compact, well-served by roads, and Worship within the City. Several historic churches are optimally located within the County’s tourist domains. An already being marketed, but a greater connection must be inventory of the City’s attractions reveals numerous historic made with attractions in the County so the tourist feels sites, architectural marvels, museums, restaurants, he/she can’t see one without the other. galleries and specialty shops. The City exemplifies the wealth and depth of Lancaster’s heritage offering, In all surveys, the County’s main tourism asset is the Amish especially in the large volume of sites listed on the National culture, and the agricultural landscape. The embodiment Register of Historic Places. This heritage is attractive to of that culture in a single building is the Central Market. It travelers. With a commitment to product enhancement is already a major connector of the City with the County, and new product development, the City of Lancaster can but purely from a tourism point of view, currently its impact build on its strengths to become a very attractive and is limited by its three-day-a-week schedule. competitive destination, a place not just to visit but a dynamic and interesting place where people live. For this Packaging the heritage product will connect the City and to occur, the City must take ownership of its product. the County. Heritage encompasses historical, arts, and Public officials must implement an aggressive tourism cultural attractions. The County and City are rich in both. product recruitment program based on solid planning, The City holds potential for tourists interested in the which would be augmented by private initiative. Underground Railroad with Bethel Harambee Historical Services “Living the Experience,” with the Thaddeus In addition, the City as a new tourist product has begun to Stevens/Lydia Hamilton Smith project, and with Rock Ford be marketed, albeit in limited fashion, as part of the Towns Plantation. Wheatland can be used as a threshold between & Villages product. Because marketing and packaging of the City and County. Indeed, interpretation of history can the City is still in its infancy, the City can be presented to be a link connecting the City, the County and other areas the tourist as a new and exciting destination. in the region, such as Gettysburg and York.

To establish Lancaster City as the new product, the City must: “Live performance” attractions in the County should be connected to the “lively arts” in the City. Packages can link Create Connections with the County Product by both areas using, for example, American Music Theatre, Providing Complementary but Different Experiences Amish Experience Theatre, Dutch Apple Dinner Theatre, The Schematically, the connections between the City and Rainbow Dinner Theatre, Sight & Sound Theatres, the County’s product offering can be presented as follows: Pennsylvania Academy of Music, and the Fulton Opera House. County City The County hosts large volumes of tourists in the summer Outlets Boutiques and galleries (predominantly families), spring, and fall months Faith-based ChurchTowne, Houses of (predominantly adult travelers). The City should create a Worship symbiosis with these audiences by organizing special Amish Central Market and Quilt authentic City events that would attract County visitors who Museum might extend their stay in order to attend an event in the Heritage Heritage City. Another excellent model for this linking the City and Theatre Arts & culture County together is the Witness package that will be Family-based Evening entertainment available in 2005. entertainment There are three existing art-related events that occur just High tourist season Special events before the majority of summer tourists arrive. If they could

44 be pushed to later in the calendar and packaged through 1) removal of the concrete superstructure, 2) incorporation a PDCVB marketing effort, those events would become of the Stoner Carousel, and 3) the establishment of Binns accessible to the tourist. If Hometown Day could be held Park. Work is now under way on the park, which will be before New York schools start their academic year, it would designed as a large outdoor community gathering place be accessible to tourists. Most importantly, the events must and desirable location for holding events with a wide be authentic to the nature, history, and personality of the variety of requirements and sizes. City of Lancaster. The City also has the opportunity to develop an Support New Product Development that Focuses on architectural lighting program that would highlight the the Arts, Culture and Heritage of the City and outstanding features of its dozens of historic buildings and Coordinate Thematically structures. Such a program would, in itself, become a new Lancaster City has one of the largest, if not the largest, evening tourism product and provide opportunities for nationally designated Historic Districts in the United walking tours and events. States. The architectural and historic resources that can be found, not only in the downtown area, but also throughout There is a particular opportunity to create themed and its diverse neighborhoods, provide the City with its neighborhood tours to work in collaboration with receptive distinctive “sense of place.” New product development, in operators. The new Lancaster City Tours and the City Lancaster City, must reflect, enhance and build upon these Stories initiative being developed by Franklin and Marshall unique characteristics. College are excellent models for this type of tourism product development. Consumers indicated a great In addition, the City now has a huge opportunity, to focus willingness to participate in a historical walking tour of the on the arts, as a complementary new product and as a City. These tours, however, will need to be up to the highest catalyst for downtown revitalization and tourism standards expected by heritage and geo-tourists. development. The May 2004 Plan, City Stages - A Design Historically accurate and lively scripts must be available to Plan for Lancaster Arts, initiated by Destination Downtown, interpreters who must either be trained (if not professional proposes many recommendations that provide a first step performers) or rehearsed (if professional performers). in what will be a long-term, multifaceted approach for using the arts as a means for strengthening downtown Lancaster City also has a tremendous opportunity to create Lancaster. These recommendations should be strongly hallmark seasonal events and festivals that could directly supported because they not only add a new dimension to relate and exemplify its unique and distinctive arts, culture Lancaster’s “sense of place,” but they also encourage and heritage. opportunities for catalyzing collaborative projects and Concentrate New Product Development Initially on encouraging collective thinking among the City’s arts Central Market and Surrounding Area groups and businesses. In all of the surveys, respondents identified the Amish and Other efforts currently being discussed and/or planned for agricultural landscape as the main assets of Lancaster that should be supported include the development of multi- County. Central Market offers a tremendous opportunity to cultural products such as the Thaddeus Stevens/Lydia experience this unique culture, up close, and also Hamilton Smith National Historic Site and ChurchTowne understand the strong farm-to-market connection with the African American Museum. The concept of creating a Folk County. Central Market, however, is facing many Life Center that would tie together existing visual arts, challenges, including management, merchandising, and performing arts and craft venues, along with new ones such physical maintenance. A recently completed study as the Shear America! Collection also has great potential. All addressed these concerns and should be consulted in of the City’s attractions and tourism products should explore achieving the goal. the concept of joint-ticketing which has worked very Due to the significance and iconic recognition that Central successfully in many other destinations. Market holds with Lancaster’s residents, it is recommended Another project that will benefit both residents and visitors that new product development be complementary and in downtown Lancaster is the revitalization of Lancaster begin initially within the immediate area. Later phases of Square. The project envisions three major elements: product development can be carried out in ever-widening concentric circles around this core area.

45 If A Convention Center is Constructed, New Products Serve the Needs of Young Adults That Support and Enhance the Center Should Be Created The City has institutions of higher learning both within the If a Lancaster County Convention Center is constructed in downtown area and in the immediate environs. Nowhere in downtown Lancaster in the near future, it will be critical the City, nor indeed in the County, is their need for leisure that consideration be given to addressing the needs of activity being adequately met. Additional attractions need to conventioneers for entertainment, shopping, and be geared toward the young adult audience, which consists sightseeing within walking distance or a short trolley or taxi of active students, alumni, and non-matriculated young ride from the Convention Center. Clearly these activities adults in the area, groups that have considerable need a nighttime focus, as it is assumed that the majority disposable income. For the first two categories, liaison with of conventioneers will be in meetings and sessions during the local colleges will be important to product development. the day. Connect Multi-Purpose Stadium with Downtown Explore Options for Creating a State-of-the-Art There is a tremendous amount of excitement and energy “Lancaster Experience” Interpretive Center in focused around the construction and opening of the new Downtown Lancaster multi-purpose Clipper Magazine Stadium in the The development of an interactive “Lancaster Experience” northwestern part of the City. As a result, significant new Interpretive Center, centrally located within the downtown investment is occurring with the development of new area, should be explored. The Center should be an dining, lodging, and entertainment venues. Every effort attraction unto itself and include state-of-the-art should be made to facilitate the connection between the interpretive venues that enhance the visitor’s and stadium area and the downtown. resident’s experience and that tell the “Lancaster Story.” The Center should be of outstanding quality and serve as an orientation focal point and gateway that encourages visitors to explore the City and its surrounding countryside.

Efforts should be made to locate such a center in close proximity to other complimentary and supportive facilities or attractions such as the Stoner Carousel or the proposed Folk Life Center, both of which are identified in this Plan. It would also be logical for the Center to provide other destination and informational services to visitors and local residents within the same location.

Concentrate on Evening Entertainment of all Kinds The City can differentiate itself from other tourism areas in the County by providing evening entertainment. The downtown area can benefit from additional restaurants, nightclubs, and bars. Evening entertainment should not be aimed solely at the adult audience, but rather should include family-based attractions and venues for young adults. Additionally, existing attractions should be encouraged to provide evening entertainment venues. The Pennsylvania College of Art and Design and the Pennsylvania Academy of Music could offer more evening events to complement the Fulton Opera House. Galleries, bookstores, and coffeehouses will all benefit from nighttime clientele.

46 Tourism-Related Projects Under Way or Proposed in Lancaster City, PA

47 s r e n t r a E N P G s e A s P P g N O I I T a e l I i I l O i H H I c V R T S S n B s T & E e e O V R R s i H g t n C E E i A M l C C C A w C C C C C L / D T D D o a O P P P T P P P P P s A P p A A N R / i C C C g N C C C C C = B C R r E E E I c C C C L L L P C L L L L L s i V / / / D r / / / / / L L O U P P P P e M n / C T B B B C C C C C D n T C C C s T C t u P D D D V V V C r D D D D D L L L C e N L a i L O / E E P C C C M T T T T T t P E A / i S L l C T T D D D C C C C C T V C a E I T L L L L L D & S S P P P P p E V T T H i E E N , C E y c C C E t G G i L i r L D D R n o G G M h u A t P U U M u M O S S A S D I t L M i N s R E n A a V U S r , T m m I E O r r C e D I T e e s o E E T T R R - - R R t t M M M m m m m m O m m m r r d m m m m m m r r r r r O r r r S e T A A r r r r r r o o I e e e e e U e e e F R e e e e e e S h h T T T T T R R T T T R I T T T T T T - - - - - = - - - S S L t t t t t F F ------U g g g r r r r r H A O A d d d d d d T d d i i i i i i o o o o o n n n I E E O , R n n o o o h h h h h T T L R M M M M M M T M M a a L L L I I S S S S S , N A - - u E T T E a R Y d d L e i i T r U A B u G O M M T B A L P s E r N U o I S T t i e T C A t s S i , r T a V , s i E A A o r r S L & T d e o p i A R U n A s r g d o o r i i a R S r E a t r T t o H e n r p i U R r e r E C o p v / T S G A e n R a C T a A o / h e n E C U s e N r r t T o i a T h i H G A a t c e e t C t T U i r a I u N h l n i t F v A s D T N E r o c E i a a t g i e t N V a R e f n n s n a r A E E i a n O M e t n v n o l A s o i H F H t i o y n t r m t s P T s e R n o C s n T a p N l s e o r n l d U A i o y i o e O e l O t t a b D r A s r T P I o r H e r a t e n t e s p L l T v = v u o T c S u c m r e y e ’ A m u C S R B o d s E r n e i C S Y s V D D d n i o s r C a d C e d t T R o a V d n n u N h r D r c n a n m l N o O a o o P l n e a a S p g a U s E t l , T o u h i a e C ’ D U s n s n / r r O s p I g s i e F r c l t o a r d i O D a v u u F e g e f u a R s r a o t r r c o e r e C o s l Y t a o o i - e h r s e t R t m n d T s E t u t i u i t m n s s o T e r a A s r R O f c t r H R e g o e n r s m T s p e L a t t o ’ r E C e o n T n e n o o e n C c h a i y e n C p T e n r i v t t n e C h n k i r e D d g m S ” / l t , e p a S N s n w a i U m n h p s e c i a n g l A r t N o u A m i s t s L i p n o d a d t a t a n e w p o s a r p A n i C i D o ” e n w c n n U c l a y o e o y r c p C l i m p l a m E r N e d a e r s t r e S P l s e a p o A O e o f v p l n o e C h A n r s A y y a g A p a e t t a v t t t ) e e O h e a p e g e h L A e s . n n g r a e t E u R h n v n i l d r a o e , h n u p L t c t a d i a t r t e e o D t k u R t E l u g h A o o s i P “ C r P a d n w l t n C i t u d e P o e g r i A n C t m a r x i a o e h n a e , e l d C m d F t e e r e n e p v i e n s N r t a t r s i c s D h m s n r e i g n o e O e G l u m A a y r l a d u i l e r l s a h l E e a a R t d g c a d s c e t e s t i m a n a e e u H c e r i Z E n i e , s t v r s r n h a I r n a p h d c g w o a t g b t i S s N a e L e n E u e e T o s t T a e u e n o y t s o l , l e c t I e l E n r l N = i w t D e c a n i t r c i r H e o e t r d n l i e e t a R P e d s E C c o v i e T o l m V s e r e e a D y t f k t s n P t t n u t m t e e i O S a i p t b s r a L p C r a I s N d e a a “ n b u i s o h p e u p n i a L D e i f S i b s r e t r n n R o l A , c c d o n u s r o c m m r e E r c n a t s m a g u i a t a P o t , R e i o m s l o a g e i e V e u o n y i n u S t t a s A i c m s r C r E I t n r p a w i t o T a e i d l u d s e N i r u h l d n c r t V l T a i i r s u e n t o i o d c i a r n a a i n v d D O u n b i e e o C p m R n i o C V d a r t t r s r s u u u a n e o e g l c i o d E F t s N n n e s i e l o S T q e i U C d a e I M t t r d c a m a n t a S m l e c a ” i ” i t l - E r i c a N n T . , c r n d s a r S n c p b h d s E a o v o m o i g r ’ C r a s e e o t g e e S n e l r r o a t c l e m c i i t y o t R l o I e n n t z L t R a m n g t s e i f s u a a s n i e s e A s c e r t i h p a n P h i D L s e s n n o e i e n t n U h a o v s i e s l a i A l d c r n h t i , d T o t u d g c e e e w e t d m e n p O e e L g x D T t w , v s n o m i t o l n d g s o s h o o d e n n h O e S a n t a s C i t u e a t c r N C a a T i z n f D t u p a o r d h i s E r e i c u e E r p e L A t t t a c r c G i d g e r y i e n u s m d g h r n m R c T f t e e o v n t t u t s s o N n i c c a s n i l t t f s a S i C n r g i a r i e s c c o O r n t d x n a i ’ d s r l a l S u r u f T a p n r C s r e e u o u e g y p o o i a o R e i e c e c m e i u t r h t t U E T e I p O i r n x d d s “ c n e s d t P t , o p r d s s n d p n m y o c l C S s e o o i i t r v t s n e a n r o i b r r n - o e u n G x a l a n r h a i t S a a t O O o d r w p d a d u o a p p r e e M o ( L e p s n r A T F o d e e / u l p n E n g v i D “ e M r r C t e C f s n n d a w w n a a w d a a e e c a e : : n i t i r a c S S r o i T a a a e e e e n a e d h v p p e t L t l n n 1 2 e e h h h u t h t n i n a n N N y s s o e g t s I p A p t s s s c c r p t l a e r r i i i i s e e e n l l l o o m O O c L L o e e e e e n n i u g l l r s I I P a P v n t t t t t n u s n R b b b i r a a p i k c i a e e o a A A a a a a a U n T T r q r a a a t e L v v i h h h p g i • • t t t e e e e e T t e s e o O O u v C C e e i e r r r r r = n n u n n s s i s r e o h G G B r E C E C S a D t D w u E E t A C R E A W d E C C S C D T C L

48 s r e n m t r s a i N P r s u e o P g O I a T l I s s s s s s l i H y n n n n n n V t S C o o o o o o T & i i i i i i n t t t t t t P R s u a a a a a a n C E A z z z z z z o w i i i i i i L D o / C n n n n n n T A B a a a a a a N r = B V E g g g g g g I e s V r r r r r r t r L C e o o o o o o s C n D T t a D D r y y y y y y P t t t t t t c a i i i i i i / E P P n S C C C C C C C T V / / / / / / a D & S L C C C C C C E T T E , D D D D D D e y C t G T T T T T T i h r L D t C C C C C C o G h L L L L L L t y . U u c b S A t t M i e d s n , e i a s l S r T k I p r e p s o o E u R w R s t M m m m m m m d m m m m m m m m r r r r e ) r r e a A r r r r r r r r e e e e U t e e n R e e e e e e e e d T T T T R T T a , T T T T T T T T - - - - = - - Y t t t t F ------d e s g g r r r r A O T d d d d d d d d T n r i i i i i i i i o o o o n n E u R N o o o o h h h h i R M M M M M M M M T M n t L L U I S S S S i , e a u t O T c a z i e C n n r A n u a o t E a B r s g s i H c e r r t ( s o S T t , o l s i s s s d a a g i t a t R i V e r c n n f Y A t f i O a o n & o a i o r F t a m G n e s t r ' a r o p L l i t T y o c E H t f u N n i n n n C r e s e v o o C T e w h f e i U e n t b T t n r o i p r o o a g t D A s c C e , , e d r e s n m t l e e l O r s s h l l u G s a t l R S g u c a w e R o r t o a o a o o t u y g a a t P C c g T t i i C h D i a D l N r l g n n l s d ! l i a l a i e C S a i n y M a n a r i d n t i u h v L L E r a c S h e k / / n s i c v l I t r i l e s r s s o d s u y T y t u a r v e t n R e r s t n n e n o s R d a e i d n w r a e g t n e a U a o t n N w m r i t n C v l r M e m e n c c , i n o O i u A a a i T e P t o t p l E t e C e c t n s e T r d r r s e s = , f n a i h a S r n e a f t u m d e s x e m r S M L B G t i v a k e t s l t e t i s n e V e n h l e i i t c a t h t N u u C n a n r o P r n c p I n e i a i a i h D e S u c e t r l u t e t n T u e P b a r d S , m t e k o I c p O h a e , m t h r d ’ s r a t n o d k n n a y C t h h n o l r e e T e e o e r o c a t r i L l i a e i t X t n v a e p s y g r t a a h i t a g f s d Y n s e g t t E i o E p a F I c a T r a r M t t a i n a e n t g m o i i i r e i e d l ” a t D h h e s t g r V n e m t T i d o h t i t n p a i i e i i o t h e n t n t N r v n n c a t i v t c C t s I E m e s w h n i e A u v t o e t n g d n l u N o g l r r h s s m n g g c d e d e t i m D o e i n n o u s p r s n i W e s e n i n r s v n d C j i d o p n i r w u A e d a e y p E U u n n a o n r n a l p o i u w c n T n u o p r b , t t a P s l l e N e a o u r M o o x t o r t g r t p n v f y c e s s e t g C a s O E a t n u h t v e y A t n t n n i w t l t o n w a i h e c o l i r e u i t n a a c t o a n e c y o U t i a u S w h e e d n c w h i u d C h t r C i i n n d c t t e d d r t A r i s r e d g a g g a e g D f u o n t e , h t e i e s a n s t o r t n L t n r n o i n d t g i R i s n i i p r i c p a e a i P m t o t O c e n n e s e n E t R w p n c n i r l s a h s A n u e e n b y C h T n a o g a p s t y t i p n a v R a e v d i e t i i L r t v S L d E l y m n i e i e f e l o “ l e f a t C d h o s m t a a A r i = P o C l i r m s a r t e s n e c p n r L p C w t r r o C r i d a T e n u s y e d r o e r f r u P e t a c o e l n f N o k l r n b a h - u C w i l g o c n r e l a t r n t L u o d A A t e e p S e i o o t i v c u f a s , f c r t y r n L y h h n d F e n e - c o t e e n t t o n d c i p a a b i l o - d i , d t n t n n o F t a t f A a n l y p i b h a s s a r d g t t o t p u o t w a r t t i u O t a y i d l g a e - f c o n c e o e t o s t t i n i p n n e o r u n p C w t s m a u c v T Y r n i r C i c t e n i r a e o t d e t h t d f n o t h a T o v a e u g i n i C v t t a e t I a c g n o r o o a i t c e r r i i t n t a s r s N r e r l h m e m C c a d e v t S n l p r t s g o t p o f u r l u e l c u p a a n c i t s n n s m s a o e a E L : b a h m o n u e n A n e r l o f e d n u s p . p g i a s , e C d / o H g g l o e c o a r e u o o w A w l w l n m n s e s t l t s e s e v i T n n e y o t e o s e L i i t o o e s s h p v t e c a n m t g e i i w t r t e e r p e O h a n p t c t v o u e e o r e S a t n l e d e H e i l t r D c o e c t e o e e s a i n t o f f f i l e k s h r t e S y r w p c n G r b d d e c c h t o o t n m v I e c o g c k c i o o s e n i s N e i v a c n i r v i e n m t L u p s r r r e u e r r i r o e C r p D h h t a r i a e e t d u t e e r n f t B h C d o a c e t S h o i f u t d f e C t d o n o a d e b T b o I O m a w A e p i i o n l t r p e r f n h t n l i y s n x e C e T n - t h o t t n n c u i m m j a h p c t a i s a o y a G S e g t n n t n o t n t S o t l r e i u u e u t t i n h a o , t d e s t p p t n i E o r r c w r u o e e e n E r s D o n n i t e C n e n t t o o C n r u e o o e e r r u r l l p n : t t p e e c a r a a m e r o S i T p p d o n u i d d o e e l u r p o r r e t l a r o t m v L t e t 3 t t t i v v v c c p p s e e t l e s o c N t p s s e I r A t n p f u r c i n n u e e a e s s r s n u x u r u f n e O c o d r L i o i o e e e e e s a a a I l a E S E S B D H c C D t t s n R o l n d p C n c c c l e a e A a e a a U T a e L r r p t n n n d v • • • • • • • • n p e t e T a e O c C c c o o o r r = u u x n a x e f o n n G B A C a L C S C b l E I C e C S C M I I D D T C L

49 INFRASTRUCTURE/MOBILITY Therefore, Lancaster County is justified in taking greater STRATEGY: measures to limit traffic congestion and encourage alternative travel options than otherwise comparable communities. MAKE IT EASY FOR THE VISITOR Unfortunately, at the present time, there are very few Background options for travel within the County other than by Planning for quality visitor infrastructure is critical to the automobile. Attractions dispersed throughout the County success of any tourism destination. One of the major make it nearly impossible to create a countywide mass infrastructure needs of a destination is the provision of a transit system economically or logistically feasible. Existing wide variety of intermodal transportation facilities and bus routes are not conducive to visitor travel either, since opportunities to improve mobility. This will require reducing they emanate from downtown and don’t provide vehicular congestion, providing more transportation convenient travel between recognized tourism domains. choices, better integrating these options, and providing better and more detailed information on the travel choices Create Attractive and Efficient Transportation Linkages that are available within the destination. between Proposed Tourism Development Areas To begin addressing these concerns, the Strategic Tourism Improving and enhancing other visitor services, such as Development Plan is proposing the creation of a system of visitor information, parking facilities, a diversity of designated Tourism Development Areas. Focus should be accommodations, and wayfinding programs, is also given to developing transportation links between these needed in order to increase the quality of the visitor areas to create a seamless system of scenic byways, experience. Because there are limited public resources shuttle routes and non-motorized pathways which would with which to do all this, the tourism industry must work provide a cohesive, affordable and enjoyable way of touring with government to share this responsibility. the entire region. Access and corridor management plans should be developed for these linkage corridors to reduce Lessons Learned & Critical Issues traffic congestion and increase mobility. • Lancaster is easily accessible from major markets although it is difficult for visitors to navigate Initially, during the peak tourist season, a shuttle and loop throughout the County once they have arrived service could be developed for eastern Lancaster County attractions, thereby linking Strasburg, Paradise, • Public transit does not well serve the needs of visitors Intercourse, Bird-in-Hand, and the outlets along US 30. • Developing a complete, coordinated, countywide This should be at nominal cost to the tourist, or better yet, tourist transportation system is not feasible at this time a free ride. Alternatively, or indeed additionally, weekend or • The City is improving transportation for tourists weeklong passes that permit unlimited riding on RRTA • The current wayfinding system is inadequate buses could be successful. However, any shuttle service or • Traffic congestion is a growing problem bus pass would have to be offered as part of a visitor package with accommodations and promoted heavily. Strategic Goals GOAL 1: Create and Enhance Transportation Linkages in Lancaster City ENHANCE VISITOR MOBILITY AND ACCESS THROUGH TRANSPORTATION IMPROVEMENTS If Lancaster City is to be developed as the next new tourism product for Lancaster County, considerable Lancaster County attracts so many people – visitors, attention will be required to improve transportation residents and employees – that the long-term sustainability linkages between the County and City domains and within of its unique amenities and environments is cause for the City itself. This could begin by developing a shuttle concern. In fact, Lancaster County is one of the fastest- system that would link large volume tourist areas such as growing areas within Pennsylvania and has experienced Routes 340 and 30 with downtown. double-digit growth in each of the last two decades. Increases in population have led to increasing automobile Within the City, other transportation improvements are being and truck traffic, which is threatening the quality of life of made that have importance to tourism. Amtrak is currently the County and therefore tourism. undergoing significant renovations to the Lancaster Train Station which will improve roadway access with a direct

50 connection to Duke Street, separate bus and automotive bicycle facilities in downtown Lancaster, village centers, traffic, establish a Red Rose Transit Station, create a and designated Tourism Development Areas. Non- separate waiting area for interstate bus passengers, and motorized travel safety and comfort is a crucial concern develop a possible themed restaurant and retail space. In for both residents and tourists and particularly as it relates addition, the new site for the baseball stadium will be only a to Amish buggies. three-block walk from the station. Local buses, trolleys and taxis must be available to station users, easily recognizable, Expand Parking Facilities To reduce congestion during the main tourist season (July- and operated in a professional manner. October), a number of Park-and-Ride lots should be The Red Rose Transit Authority has also developed a new constructed around the County in appropriate towns and shuttle trolley system, primarily aimed at commuters, that villages and other proposed Tourism Development Areas. If should be enhanced to cater to visitors during peak the County provides transportation, it will be able to attract seasons. Whether or not a Convention Center is opened, more and different kinds of tourists and create further considerable effort needs to be made to ensure that there opportunities. The lots could support both the proposed is sufficient parking for both visitors and the downtown Shuttle Service and the non-fixed route services offered by workforce. A detailed parking study to accomplish this goal businesses. Visitor facilities are needed at these lots, should be initiated. Additionally, the possibility of re- including passenger shelters, information kiosks, establishing an “authentic” steel rail trolley as a functional restrooms, benches, and lighting. and experiential transportation alternative between the Subscribing to the idea that many tourists will use Lancaster Train Station and a possible Convention Center alternative modes of transportation if they are convenient, should be explored. enjoyable, and affordable, these park-and-rides could be Lancaster City should also work with the PDCVB to develop authentically themed. The building architecture could tour bus facilities in appropriate and strategic places in the incorporate barn, train station, covered bridge, or other downtown to improve the visitor’s experience and reduce local contexts. Fun sculpture could reinforce this concept. negative impacts. Cows you can climb on, giant ears of corn, or Conestoga wagons could help to create a family-friendly setting that Encourage Non-Fixed Route Services would be frequently used by visitors. These facilities would The private sector can also actively engage in improving then be an asset to the towns and villages in which they transit services for tourists as well. Apparently, some would be located. private vehicle transport service is already available through selected attractions in the County where visitors Not all towns and villages would have park-and-ride lots, can request transportation to a particular destination on an however. In those villages that do not, additional parking ad hoc basis. There may be a larger market for small group might be needed to sustain growth in tourism. transportation around the County via small buses or vans. Such services could be offered through travel agencies Support Improvements to Rail Facilities and Service in Lancaster County and/or the hotels in the areas and coordinated with private Nearly one-quarter of a million people pass through businesses that have ample parking facilities. Tailored non- Amtrak train stations in Lancaster County. It is crucial, fixed route tours could additionally provide access to more especially with the multi-purpose stadium and a possible remote destinations in the County, such as the River Convention Center coming online, that the train service Towns, thereby extending the Lancaster product and and passenger services be upgraded and modernized. encouraging tourists to move around the County. Infrastructure rehabilitation, particularly for rail and tie Improve Conditions for Non-Motorized Travel replacement, is taking place between Lancaster and Conditions for non-motorized travel could be improved Harrisburg. Most importantly, four stations serving throughout the County. One option is a “share the road” established or upcoming Tourist Development Areas are approach that provides for wider shoulders. This should being renovated or built: Lancaster, Elizabethtown, Mount be a priority for designated Heritage Bicycle and Walking Joy and the new station at Paradise. The Amtrak station in Tour routes. Another option is through separate facilities Middletown is being moved to the new Harrisburg such as rails-to-trails projects, as well as pedestrian and International Airport terminal and will also be a key stop on

51 the Corridor One line, which will provide new transportation designated as a State Heritage Corridor. Strong choices to travelers in the County. consideration should be given to expanding this designation through York and Lancaster counties as a means for Publish a Facilities and Services Guide for Bus Drivers increasing the impact on tourism within the region. Since motorcoach travel is still an important component of the tourism industry in Lancaster County, every effort Utilize Context-Sensitive Design in Planning New should be made to help facilitate and enhance this Transportation Facilities transportation option. A Facilities and Services Guide for Transportation facilities and roadways should be designed bus drivers can be developed that details businesses to enhance the natural, cultural and historic features of supportive of motorcoaches and identifies facilities for Lancaster County and contribute to its “sense of place” sanitary disposal, washing, and routine and emergency rather than detract from it. Priority should be given to vehicle maintenance. facilities within and between existing and proposed Tourism Development Areas and Corridors, along scenic GOAL 2: byways, and in other appropriate areas in the INCREASE THE QUALITY OF THE VISITOR Rural/Conservation Areas designated in the Tourism Plan. EXPERIENCE Improve Transit-Related Information/Create a Car- There are a variety of ways in which a tourism destination Free Travel Guide can improve the visitor experience. The following To improve travel efficiency within the County, linkages recommendations assist in achieving that goal. between different transportation modes must be improved Support the Development of Wayfinding Systems and more convenient access information about these modal Creating wayfinding programs, for both automobiles and connections must be made available. Intermodal joint pedestrians, facilitates the ease of movement around the ticketing programs should be created to allow a visitor to County. Lancaster City already has an existing and connect with various modes of transportation (train, bus, successful vehicular wayfinding program and is now in the taxi) easily and affordably. The PDCVB and Red Rose Transit process of developing a pedestrian system. Priority should Authority should also include transit-friendly information on also be given to developing these programs within other their websites. Kiosks in high tourist traffic areas should also designated Tourism Development Areas and Corridors. be developed in coordination with efforts already under way Lancaster and York counties are already preparing a with the Lancaster-York Heritage Region. regional wayfinding plan that will lay the foundation for In addition, a car-free guide to Lancaster County could be such a program. created. It could be produced in both written and Create a County Scenic Byways Program electronic form, the latter of which would be available on Another way to enhance the visitor experience would be the PDCVB website. An integrated travel information and through the creation of a system of scenic byways. Such a booking system could be created which would allow the program would not only facilitate an enjoyable means for user to enter a home address and an address for the travel for visitors around the County, but also would desired destination and then retrieve information about all stimulate the preservation of important natural, cultural and the options for car-free travel. A travel planner on the site scenic resources important to residents as well. Roads like could help the visitor select the best modes of travel. PA Routes 340, 772 and 441 all offer great opportunities for Complete travel information should be available at all such designation and are already recognized in many Visitor Centers, wayfinding “Lighthouse Attractions,” and commercial tourism guides as especially scenic. Other transit stations. This would be especially important if a corridors, such as the Strasburg Rail Road, could be Convention Center is up and running. considered for designation and heritage corridors. Adopt Quality Performance Standards and In addition, the Lincoln Highway - a 3,300 mile long historic Assessment Processes Visitors today are demanding higher quality visitor roadway - is now under study by the National Park Service services when they travel. Lancaster County should for some level of recognition and protection. The highway consider exploring the adoption of quality performance passes through Lancaster County; the section west of standards and performance assessment processes as a Adams County, to the Pennsylvania/Ohio boundary, is

52 means to raise the overall quality for visitor facilities and strongly supported. Additionally, a system of interpretive services within the industry. signs should be considered to create another opportunity for visitors to experience Lancaster City’s rich heritage. Organize a Long-Term Rental Facilities Initiative Consumer research shows that, while three-quarters of Lancaster City also needs to encourage the development of travelers stay in hotels, some do stay in time-share or other a variety of new accommodations within Downtown. The rental accommodations, especially for extended stays of Ramada/Brunswick Hotel needs to be re-invented and more than 3-4 days. In order to encourage longer stays, rehabilitated in order to be successful. Other options, especially for families, the PDCVB could organize an including “boutique hotels,” bed and breakfast operations, entrepreneur-based initiative focused on week- or month- and urban inns, at varying cost levels, need to be available long rentals. in the downtown area.

Develop Additional Visitor Services in Lancaster City And finally, Lancaster City will need to improve the overall As the next new tourism product in the County, Lancaster streetscapes within its jurisdiction if it is to be attractive to City will also need to support and develop additional high visitors. Initial focus should be on the key corridors quality visitor services. Adequate public restroom facilities identified in the LDR Plan – Prince Street, Central/Prince will need to be created in key locations and for special Street, and South Duke Street. Efforts are already under events in the downtown area. Other visitor service way to make such improvements as lighting, benches, improvements include wayfinding programs. Already, the garbage receptacles, and façade improvements on some recently implemented vehicular wayfinding system has of these corridors. A part of making the streets more been working very well within the City limits and should be pedestrian-friendly and “livable” will be to make every expanded. A pedestrian wayfinding program is now being effort to improve the routing of existing truck traffic through developed by the Lancaster Campaign and should be and around the City.

53 s r e n t r a P s e P g I / a l A l i A H T V T S R s & R e s R R s i / R t n n E i / s s l w o s i e e D o a r i i t T t t p e i A i a i l l = B z n E c C i a a t s i V r r L n p p P e n i i C a a n C c t c u D D i r i g P L a r n E n P M P y o / t u u T i V C y & S t C M M i P / T / E , C C C C y t G L i P P r o G C C h t L L U u S A t i s n a r T e s o E R M m m m m m m m m m m m d m m m m m r r r r r r r r r r r e A r r r r r e e e e e e e e e e e R e e e e e T T T T T T R T T T T T T T T T T ------= - - - - - t t t t t t F - - - - - g g g g g r r r r r r A d d d d d T i i i i i o o o o o o n n n n n E R R o o o o o h h h h h h R M M M M M M Y L L L L L I S S S S S S , u T O a G e r u E T B I s T r o t A i S S s i I a T V R e N r & V T a E n o e i t n M S c n r E E w e o v o V f n t Y o k O n r H C R T o ; w h I s y c P o w t T r p b u d d l L e M o D I e l a I e t d e a e c i n y a e h v t B n o R N t o i l n d a i e s i r y v t y O g l n v e d i o a O I d y i n i / b s s s s o O r T n w s e r n a s e u s p a v t A a n M n p r e e d b m e / T e F r n n e o s h a s P r f t e i t r o e e A R i n E r r o = A c s v o c s e i t s t O o i g u a e t i t t B v e n v R n o o P r s V c Y l r n t i e o s w n T C e a a e S i o e t v i t t a D n s U n p l h m e k c N r S P t p o m o t i p g b P i n , e o r o A o m T t i n t p f i n o l n p o l a s i o a o R n w i A l t d n s v a p e e C e s h a T o e t a s o i n m s v o e v r t i i c i r r v r t i u d a e t n t o E n n m U o e H f a a o o h l s a a e f s D t i m r w r r D G e r g o s e n w t / d a n R m o i t C o e r d e s a U n m w l s t D e u T T e g g p n m m e l T r s a O o e I n n r i o l s s a o i P t t c o i i r d v i / e s n R k A n c r R S n n a d a u n n e h i n a c n t l r u e a H r m r i o a w l R r t e o l a c v r o t A n E i e T T u P o v t y T e o e a n v e o y e d e r t a D c c d e o o r R S n t T d i e n i t d i m p c r s K e t o a u n e S z y t v a B i e o e g i p p F o t a l t i a r o i h v r a o E t t m s o C t i n t y r a i s r l i h p o m r A l n t y r S C r n e i t i o N r y e n p k e o e e i g e p n t n t l e o I g C o r c i v e i r g i ( s n u b ; k d i v a n u t i a s a a e p i A d p s q s f s m M n c r s o a a r k e u o p - n W t D s d r n e t e a i e o c d o l h C i D a a D s d n e T u t d c a e L g i d C i s n s o i e n l n N S e m r s e m i n p n i d v = n e - n a i r i o u n h n s i e h e r A e i d c i o a t t t i e e n t a t l C s g b r i c e r r s a t r l s i d v s P e e a e f i Y n t s m n u o e o s l e r t n v a i C y o l v n f t i c o w T r o i a g L g o r s i g S c g y c t a a a n I t f a t s , T e c s a r p f y i o d n n e d o n L t A a i s e e s i k n n v J e d l l c I o , e a o b t d i i s i k t l a t r a a n i e e d f t t e L d d r a m l i e B a i i r n f l B o t z L e t r d t e e a n u h i o e t p r u o o O o t i t c a r a z n o n p i u h d p e m o n i n t s r r t G o r f u n i s i r e v ) s e o M g o n f o t t o r r p n a r r i o o g v r s h o d s p a C i s a o s t o e a r f t e t i o e P t M A i t n t s t R e o i e a n h p o d s s y S n T t r r y m o n s t e a m d c w t e s a i t d r e O n i s e r e y s t e e r R f i e e m i d n e a h c o L v n l n t T a m s t i e - i a a t a g o g t i r a I H e l R r r p a p l m u t a p n n r o i d s a o f e e w i e a A l b s s S t o e , t s h u o o o t g c o o e I A k n n v S m r t e u n s l v a n u s C h n a n s i n o a V s e s t e O l i t a A f p a i m s n o e n t i d e a t r w t s r i r D u d r n b t t s l o t m s o s w e s n E e o c a e C i i o i m i e / e G b a y r t t l t a t f n t m i n t a / i t u a d x p C s e o s s s s a h e e r i a A n n c a y a s c e s l e b s r t c c i t d a r s r v N u o o f t e s e t x u n a t e e p c i r n l C n m s a f i r c o e f s o e l s t a A q i f g t n c a e o b T a I e o i i t p u e u n y - a i o e i h e m i n r e c g s l t H s y s a l t s y r t s h o o a h e n i i t i i o l e d t d t a t z n n e e G a L s n n v i m o i N n c v d c m e n a a e n l o k u t d e e e k o a v p p p n a n n E o c r u a t e E e n E r e C e t e r e o o o C F e o g r o o e / a n s r r r l l l d d d , a e l : s t h o i r s i r e S c n T D c a p C t / o e e e u u u n g e i t a p a v a n v t e 1 v v v r u s s h p t c s d p a a N a t s k e o e o o a A r r i e e e a d h r r u s d n r o n a n u m v p n n t O c L f o e e i s u s n a I o p D I E E P E F l D E E o D a C S i t t R n c i R l p r o a c a A r a a a T L b c p p r d • • • • • • • • • • • p n u e e T O t C r u r = n x u t n a o m G E a T A C I a E C S L P S C D T C L

54 s r e n t r a P s e P g I a l l i H V s S B & r V R e s s n r C E n B t A C w e D r V D o R T n P T a t P C A R H / r C = C P D E C C Y a L R C s / / D r L y P L P P P P / e t / / T i B B n C C C t C C D C V r V C B L L L / a P L D / E V C C P B C T C T C D D V L V C D & S D P P C L T T E P , D y C t G i P r L o G h t U u S A t i s n a r T e s o E ) R M m m m m m m m m m m m m s d d m m m m m r r r r r r t r r r r r r e A r r r r r e e e e e e e e e e e e c e R e e e e e T T T T T T R T T T T T T e T T T T T ------= j ------u t t t t t t F - - - - - g g g g g g o r r r r r r A d d d d d n r T i i i i i o o o o o o n n n n n n E i R p R o o o o o o h h h h h h t R M M M M M M L L L L L L , I S S S S S S , n s u T O a n o e r a l u c T ( B p I s , r o n t Y i S s o i I i V t G a & V E n m o r i t T o n f E e A v n i n o R H C e r h T c u t T t u S c D e u a i r p t n R Y a a s v c t l s a T i y s d r n ) s I t O s f t e e e n e t s a e z n n i L r i e a e e b t m F I s r i o r P n t s t r m t a h i g s s g t = o a e S B i s i i n e r i r r i r s B s w g e V o A V o Y e p O s f o k C g t d r a d & D u d n n n e P S t P M n n o t s a D e / i , n c l a s g e n o i u n s P m i o h E g i n A y s t t n i a d e s t p a i s s n u o i R o d t E o n i k R i a l r n e o l E m n D C g i u y n i e v o p S i t f s m L e c l o i v U n N r o r y , a e C C t R o C f e o e E a m d T t e I T r D r s g C h d n e e i s t e i n I W n e a R i r a r g r h t a C o h t n t e r i m u E a s n n c n t s c i t y S s o o t i a a a P m i n n l a a t U i r i r t r E c C u a r P d e a X e r / e t r u e s r n s d e y s c L D m E o s R t s i g s o a H a p f a n n A n n f a e i a p K i o T n e r L u t e A o a o t r r R T s i e k r d o r d o g t n r P r i n p d n P a C e s O d y t e o A e p o S t A e e t r a A l r d t i T P n c e s t r e r o Y d r I t a s n i p t t a y - u h C a i m s o r y s a A r r t y S o r g t a t a o n r t t n i p s i I g p e n M d i r c t e t u r n n e e t g w o n s n i V n a R C i p a a n l a h C o o s i l e e y a o t e g t s t e v a e u m L r t r a d r p n C t r i F d E B v i e e d v s / e i o c p n n e c = s r o s e t t n f i k i o e i d t o r H n l o o c n f t s t s s b C i a a i l c s N h f e o t D i i T t l a e t w P n n a I e n t t a e i n a c s i c i c a a L C g h o e r t o c v c e t F t L n t w W e n a n v m g s y n n j - C e I , c n e m n a n O s / o n i n e u r n e a s y i l o i a h S h m D t o s t r w g o r o k o t o i L e i m a i L g i j t Y f a r i m e y r r r o c u e p c a i s r d r i e r ) T n e n e t h o o h o u t n m i d i i l i D g I o t f v i d o i l h e h e T s h x s t r i p t r e t o h R t , L i t a r r v s t d w t r a s u a e c e r i o i f t f u s d A u ” t y k e e e s d p / a e C d p t u t t o s o e e w t e n A c t e s c U n t F n c r o i a n k r c a y g i t S n n g l u t i u a n t a t i l v T s e i Q u p u r e i o n n e m v r e l s o t r i r b i a S n s r o L : r o m i r s t / t t e i a m e a d e t e d - g E f c d p n r i e s l a s t a i C s s n k e n o a u e d i i o A l a n m s g s e e u t H a s t n c i e r d e r r i a r q m a f r v o n p e g v n e T a g r n T r f u o e n n r R y e O f i f t a A o o t d l v e e i l n o n o r i a ( r i o n D a p o c i o t f e t i i t t e t E z s e t g i t l P i n i m G s m i a v w n g c n i m v g S ( s u i r a n a e c v d e o s s a m w i e i n e l n u o n e A l o m r r i d h l n r s e i e n i e e r R t m t t r d p t u T e t t b o a a E C o m g r a S d s - o i o D n t s s n i p e i T u e f I n r a o d p n e m n - R g - m y t i f x i e i f f f t s o t e y o h e p n o n r f h i i t n s i s C i l t e r x h n o o t d t o G g y i v n e f s t m n R o i e e i i e t d r - N u a t a r r a e e t e n o L r v s d d I o r e e o n n E s w v v d e e v i a n t a e w C e e o e d i s d d a a r g o o : o t n i i b b e o r c s S t T a p h s D p r r r u n e e i n v v a a r t c t e 2 i e t h p p p c p a v a N s m m e o o e “ p p s A z s u e d a e r r r i u i u o m l v u u s l o o O c r L m m e e e m s l l n e s a I n o P I S P i F C I p t t t n e i i n n R o b r z e e f e l a A r a a a i a a c T a r l L v v y m p • • • • • • • g p i t u e e e e e T o e O t C e r u e a o r r r = x s r o h h m G O E D C I B p T C C U A D C E w S C T M T D T C L

55 MARKETING STRATEGY Strategic Goals FOCUS ON BRAND EQUITY, CONTINUITY, AND GOAL 1: PACKAGING BUILD ON LANCASTER COUNTY’S EXISTING AND STRONG BRAND AWARENESS AND EQUITY Background Lancaster County is well positioned to embark upon Lancaster has a long and storied history of effective strategies that extend the appeal of the County, that appeal tourism marketing. The ongoing marketing strategy to niche markets and new audiences, that communicate recommended in this Tourism Plan is to build upon the the County’s strengths as a heritage destination in a variety already strong brand equity, ensure continuity of message, of ways, and that can serve as enticements for visitors to and create or expand upon packages that relate to those add to the length of stay and/or increase their spending characteristics of an overnight destination most appealing while visiting. Any and all of these strategies must be to travelers. Lancaster can take advantage of many based on ongoing market research. opportunities in the future by building on its already extensive brand awareness and marketing expertise. It is Aggressively Market the Towns and Villages as a also essential that marketing strategies be supported by Heritage Product appropriate research. Packaging extends the market reach Lancaster County is well recognized for its peaceful of the individual products so there is a greater return for all. agricultural setting. Scattered throughout this landscape, Packaging also makes the product easier for the consumer however, are dozens of quiet, authentic and attractive to purchase, which results in greater sales. small towns and villages that have the potential to be a great draw, especially for the adult traveler. Lancaster Lessons Learned & Critical Issues County is one of the few areas in the United States that • Brand awareness of PA Dutch Country in major offers a Tuscan-like variety of towns and villages, each with markets is extraordinarily high, and repeat visitors its own unique character, interesting to see and all located extend marketing resources and provide credibility within easy driving distance. The Towns & Villages product for the marketing message. Lancaster can build on has serious tourism potential and is particularly attractive what it already has to create many marketing as a heritage product. By using the City of Lancaster as a opportunities for the future. base, an easy hub-and-spoke touring itinerary of the Towns • Lancaster County has extraordinary appeal as a & Villages product could be established. Since the City and cultural heritage destination its immediate environs will have a critical mass of • Lancaster County is an experienced tourism accommodations and evening activities, and because destination marketer. Promotional materials and individual Towns & Villages most likely will have an resources are available to communicate Lancaster’s messages to key markets. insufficient number of these attributes, this hub-and-spoke tourism idea will have great merit. • However, if Lancaster does not keep pace with competitors’ marketing budgets, tourism will Take Advantage of Existing and Already-Planned decline. Already the lack of a dedicated budget for Product and Services for Core Marketing of the City research hampers the designated marketing Until new products are created and there are more organization. evening activities, marketing efforts should focus on what • The inability to attract new audiences is a threat already exists or is well into the planning stage. For • Lancaster must excel at internet marketing and web example, resources and marketing support are needed to site presence ensure the success of the Quilt & Textile Museum, an • There is insufficient packaging to attract niche experience that is quiltessentially Lancaster. The Fulton markets and insufficient events marketing Opera House, the Lancaster Cultural History Museum, and Central Market already exist and should be the focus of core marketing efforts.

In order, however, for the visitor to appreciate the full extent of the attractions in and near the City, a signed Heritage Trail should be created to connect Rock Ford, downtown

56 attractions, and Wheatland. These attractions should The fourth theme – Town & Country: Forging pursue common programming, perhaps on a seasonal Communities, Cultivating the Land – also has yet to be basis, to complement each other, while demonstrating the interpreted. In Lancaster County alone, this theme is unique aspects of each. already exemplified through the Towns & Villages concept. Certain Towns & Villages need reinvestment to become Additionally, those projects under development or planned viable tourism destinations. in the near future should also receive focused marketing attention. Examples include the new stadium and the Market Separately to Families and Adults emerging LancasterArts concept that conveys a sense of Separate targeting, both in terms of presentation and in artistic excitement to attract visitors to art venues, galleries, content, appears essential to motivating both these groups and related shops. because of their distinct hierarchies of needs. For both audiences, the positioning already in place will serve well Build on the Five Established Heritage Themes as the basis for selecting the right messages and As part of the establishment of the Lancaster-York Heritage organizing them in ways that resonate with each audience. Region in 2001, five heritage-related themes were For example, the fact that a relaxing, unhurried pace is a identified for further development and interpretation in the known attribute of the Lancaster area would reinforce an two-county area. The first of these – Quest for Freedom – adult traveler’s decision to visit if it were tied to the more has already been developed as a tour and is currently strongly motivating aspect of scenic beauty. At the same being expanded to become part of a larger regional time, younger and older adults are looking for exciting initiative led by the PDCVB. The fifth theme is Natural nighttime activities and cultural arts attractions. Lancaster Ways: The Susquehanna River and Beyond. Although City will hopefully provide the former while countywide much of the area concerned is underdeveloped for tourism there is already a wealth of performing arts product. For needs at this time, this theme will become more and more families, strong motivating factors are the opportunity to important as other parts of the County develop further and share special experiences with children and to get in touch natural landscape becomes scarcer. There is a with personal values and beliefs, two messages that can be tremendous opportunity to build on the recently easily supported by product throughout Lancaster County. established Susquehanna River Water Trail and develop Indeed, with the family market, there is an even greater other eco-tourism based activities. opportunity to market regionally with Philadelphia, For the other three themes, we provide specific Hershey, and Gettysburg, thereby extending length of stay suggestions to build on the foundations already in the area. established. The second theme – Foodways: From Farm to Engage in Niche Marketing for Emerging Markets Table – has taken shape as a marketing vehicle called There needs to be concentrated effort at niche marketing, “Growing Traditions,” although that piece focuses on farm which would provide the building blocks for future markets produce sold directly to the consumer. (We elaborate on and new audiences. This is especially important with multi- that theme below; see section on creating a Made in cultural groups, adults traveling alone during non-holiday Lancaster food tour.) times, and college students/alumni who attend/have The third theme – Innovation, Invention & Tradition – has attended local institutions of higher education, and those yet to be packaged and marketed. It comprises mills, target audiences with thematic interests such as antiques. watchmaking, weavers and other sites. One of the sites, Niche marketing has become relatively easy with the the Ephrata Cloister, is a state museum. We suggest that proliferation of PC’s and reliance upon the internet as a this theme take shape utilizing the other two state source of travel information. Web sites devoted to museums in Lancaster County, which also focus, in Lancaster tourism can openly address various niche different ways, on innovation, invention, and tradition: markets on the site, capture email addresses, and send Railroad Museum of Pennsylvania and Landis Valley relevant marketing material electronically to each group. Museum. The existing Museums 4 Fun Pass, which The more interactive the site becomes, the greater the combines these three museums with a tour of Cornwall potential to reach new markets. Furnace, may become a tool in this packaging effort.

57 Conduct Tourism Research on a Continual Basis Specifically, there could be Towns & Villages packages There are two types of research that need to be conducted such as Bed & Breakfast, one attraction and one meal per on continual bases, the first for return on investment and town, or a two-night theater package with two evening and the second for consumer preferences in both existing and one matinee performance, accommodations, and dinners future product, as well as for satisfaction with visitor at local restaurants located close to the theaters. Packages services and other infrastructure issues. Research should surrounding special events could be created as well. receive annual dedicated funding. Additionally, building on Lancaster’s unique traits, the three state museums could be packaged as anchors to a Further Enhance PDCVB Website tour of the entire County. Consideration should be given to The PDCVB has launched and upgraded an extensive packaging daytime activities with nighttime activities to website, and it is critical that the site remains state-of-the- encourage the day-tripper to extend his/her visit overnight. art and user-friendly. Mechanisms must continue to be put Existing theme-based efforts, like the regional Quest for in place to effectively harness the power of the internet as Freedom product, should receive special attention and a tourism source. The website needs to be applicable to focus. To ensure success, it will be critical that the niche audiences, suggest do-it-yourself themed itineraries, appropriate level of personnel, technical resources, and promote packages to extend length-of-stay, distribute e- mechanisms are in place and dedicated to “close the sale” newsletters on particular topics, and make the site on these proposed packages. interactive in order to engage the visitor. The site should also capture email addresses and other important contact And finally, efforts should be made to collaborate with the or demographic information, which can be used for future County’s higher education institutions to market to students marketing decisions. Since the website is not currently top- to increase their spending within Lancaster County. of-mind, attract attention by placing ads and articles on Create More and New Tourism Packages that Include other popular travel websites and secure a position at the Lancaster City top of oft-used search engines. To remain competitive, Using best practices from other destinations, Lancaster City individual attractions need to invest in their websites and should not attempt to emulate the County. Instead, it should promotion through the internet. focus on enhancing the County visitor’s experience by GOAL 2: providing different but complementary experiences. To that ENHANCE EXISTING AND CREATE NEW end, new and exciting packages need to be created that COLLABORATIVE MARKETING INITIATIVES AND appeal to the diversity of people living in and visiting PARTNERSHIPS Lancaster City and County. For example, events in the City Develop Marketing Partnerships to Create and could be packaged with tourist draws in the County to Develop New Packages encourage discovery of the City. Packages can pair lodging The product in the County lends itself to several different outside of the City with events within the City, bundle kinds of packages, such as thematic packages (e.g. attractions in the County with events in the City, or link performing arts) or geographic packages (e.g. the three entertainment offerings in the County and City. Crafts state museums as anchors to a north-south tour). Although and/or antiques shopping packages linking the County with packaging is product-centered, it is also closely tied to the City, or heritage tours packaged to include both County marketing. Marketing takes the existing products and and City sites, can be especially attractive to visitors. groups them together to be attractive and appealing to Take the Lead in Regional Branding tourists. In that way the product can be efficiently Lancaster finds itself with a unique opportunity not only to marketed and easily purchased. Since this strategy does capitalize on its branding of Pennsylvania Dutch Country not call for joint ticketing by the attractions within the within the confines of the County but also to extend that package, the packaging concept would be implemented branding to surrounding areas. Doing so would position by PDCVB, the tourism destination marketing organization. Lancaster County as a leader in tourism marketing within Although numerous organizations need to consider a wide Pennsylvania, clarify and define the State for tourists, and variety of packaging opportunities, a good place to start is result in additional funding from the state. with the PDCVB’s membership, who can coordinate packages fairly easily and economically.

58 Pursue Cooperative Marketing with Transportation Providers Lancaster has relied too heavily on the individual automotive tourist in the past. While car travel remains the predominant mode of travel into and around the County, there is tremendous opportunity to pursue non-car transportation and travel. Natural partners in this regard would be Amtrak (coming into the train stations and towns within the County) and Red Rose Transit Authority. Amtrak has been a willing marketing partner with destinations along the Eastern Seaboard and would be receptive to discussions with Lancaster tourism marketers.

GOAL 3: FOCUS ON OVERNIGHT VISITORS FOR THE GREATEST ECONOMIC IMPACT There is a tremendous opportunity to increase the economic impact of visitors by partnering with other local and regional organizations and agencies to extend the length of visitors’ stays in the County. This can be done by creating and marketing new thematic and geographic tour packages. Creating multi-day packages with the Lancaster- York Heritage Region or other surrounding counties would provide visitors with new reasons to stay overnight and longer within the area. Additionally, there is a need for the creation of many new partnerships amongst local attractions. The development of hub-and-spoke itineraries of Towns and Villages for overnight stays is one example of how to increase visitor impact. Designated Lancaster County Heritage sites, services and events have a great opportunity to create heritage and culturally related tour packages that would be very appealing to visitors.

59 s r e n s t r n / a s s s P o r r i r t s o o e e t t . u P P g t n a a s I I i a t e r r l t l g t r i H H e e r s V a a p t s p S S n O P & I r S o O . R R / e s l v V r n s E E p a n B i e t C w u C u & n r V D D o h o D P T T P o B a s C T i / A A . / r t C C = B B B B B B B s P r D s E E A n e a L r L s r V V V V V V V u / r / T y o P c L L e b e e t o / C C C C C C C i B c C u n R n n T t t m C t D D D D D D D D D / V E r C d D r R r / e a k G D E E P P P P P P P C E a T a y P / a B t T M T T i P D C r P V V t B C L & C S S P N y y / C B V L T t t I m E E i i , V C C D y A C t C G G i / C / / D P D r G o G G T B B D P B h / t V V C U U P V u C L C C A S S C A D t D i D D s T P P n P K C a r L T m C e r s e o E E T R - A M M m m m m m m m m m m m d d m m m m m r r r r r r r r r r r i e A A r r r r r e e e e e e e e e e e P R e e e e e M T T T T T T T T T T T R R T T T T T ------= t t t t t t t t t t t F F - - - - - d r r r r r r r r r r r A d d d d d n T i i i i i o o o o o o o o o o o E E D a R h h h h h h h h h h h R M M M M M M M - t I I S S S S S S S S S S S , r u N T T o a e h r S u A B Y s , r T o I t S i Y s t i U P c V I Q u T & H E I d n S Y o o i m r D t R n u p G U i E N e v d s A N E n y r m a t o T t i N o o C S t T I S R C d h a S c r e A A e t e E e e T u s P h r N D p t o R F o a D E f p i r r N T o n R s N a o u ; f v u A A t g l t S r P y t d b c - n O n s o W i i s t S n n t e t u r l i l A e n a E s e s G a d u e u i r m C u , d e k V o t o P n v D r b I r g n s Q M o N m = a i T d , p N a a e I d y t , u e i n r r B v A k n A n m t y e e I V o h d e Y c T a t n a i t t n i s R C i g T e d a g t I D n a r u u k C E B s a p t n e P T e n i o o a N a , r o M r I n e I e R c C C s G t n K w e e h o d d y r i n n e e N h E e r n m s h c r u u o o R n s g l U t i f o o i V c O u u A w i g t t t s a I c t t t s m t e s s c R n A i u e T t n i e g i n , i e m r e a r t T Q a A b n i o D e r s s H e i c t ) S e C i o M v c , e a t R l t r d a v H y 1 x g v n i E e a a t r i c O t u n D r e r : t o i l n k e n p a n c B a r c o u n a N C s i d n u t t e e n t o v l o A n a i , A i r l o l i y n c d Y s D u t L y e P a n s i a - r n C o i s n r s s L C G y t e r e o C t l g s a e n u e s w O n r e e c t N b s a N c n t o u e n i h I u e i e c s d C t n o n t c ” i r s e m c h h T a n d H r C r s o t o v u u e i o i c P p d A n S r u o a t f o W s a o d I e g t a e n r n u t o i c r m a u t e s r E o e s X t a d a s o p T e r n i r a a i g h R r s t L E N e u t c B a p p v r o y h l y m s n e n c t t d t L V i u i e c a i s O e o g S E s n i e d m i L v i s ’ B ; s C z h n r C ) t C a a s T r i i t i e e t l n Y = s “ l a u s D l a e e n A d i n t t d e f t l o T l m C o s a t r k o b P i n a V e E n o e l t h i P r - u b t o x t N a w a h y h u C N R a w e l s d d t t d a a a l p e L e U F y n l e C p a n s , c a n s l t n M s s m s d m i e , n O t a a n u u a o s y e l e l a g m o O e n i D r C h C a , t e d n o g a m d t e u h s n s i r a t a s c w t r t e l g e t N t r a a u h t d t t n u p a R o c i a t n a n k e g A e r e a e m o n x p s w e h e r c k E r S o c s y w e l n y t g r b e e e u i o o t i b o n c d c a T G o u a t l h a . g e C T C t e n s t a n o w o n p e S g i s t g a t t N a i n o M r u U d o . t p r p w a S n k I t i i u A & g e h r e o c e e n r s g w n T m t e h s g ( C n r L a l m B f y a e m d C o i n s s i o s H o e t S i C n i t o p t o i i r e t V N i g t I d t a r r o l H m g t e t A e l x i e h d i l e C t a c C n A X e e u l i e n k n e i n t r c v A e c n i k d a t r n L o m a E a O k D T o t r t e O t s e r o e x T t i e p r r e i r a a a s n s D t a a P a t h e p i f T o R a k h a L E t N & l o a e c G c x r w F m o i s m e r e p m s R i e t C o d t e a O s n e m a e l g n i l t e r o f v h e e e r i g r n a r n g e f N o t b r s u u s b v e w m k i y r u a C a D u L i h o r o a l n t r A t o a t e t i d e e t i T d I o l t L Q e t u e t a - a l r t n m a n s I n e c t , H w y n i i s r e y o t a o h r s e e s h g a e t n i G a r m n U p h e k N t e d c c e r r t r d e i a t u i a r H n t z i e t u p a e a E B o y o e i n u a g E s a n l e h t w v r v o o e C n i e e w p i c e o e a i a e r : : r i t t h n l l f t o r t o s a S S l l T m e l c t n k i v c e g i a a i e g i v a c r t t s a 2 1 b v e n t n m N N n s e e V s n A p e o r c d r t t a / d e i u r o r h o e a r ) s o O O c e t a L L o u e s e e g l n d I I C L C P C W c e u t 2 n R h p d d k k n a e r a a A A n s e e t l a T T r r i L v r r g p n g d p • • • • • e w k k e T a a O O C C u e o g u r = x u n u n o a a p G G E F a C E M B S C T A D A A T M T P s S C D T C L

60 s r e ) n y t r e a v P r s u e P g s m I a s l s r l i i r H r V u e S u o & n t o R s r t n n i - E a B i w R r V D P o T g H % l C A a = Y B B 8 a D E L s V V n 4 / r e P L t e o / C C i B y n l o t C g D D D t V r a e G D n E P P m C P e T R o T D / V r r C r & S P N B p L T u I E V , c o y t G ( t C i r G o G r D c i h o t l P U / u b A S A d u t i n s p a n K a g r s T n s i C e l e s e o E c ) v R o A M a m r d % m m m m r r e t A r r r r p e 5 P R e e e e T R y 6 g T T T T - = e t F - - - - n r ) y A i k l d d d d T i i i i o t E n D R % g h n n R M M M M M 3 n I S e , a r l o u 7 N T r a p e y m u r l ) ) u t a c A m ( B n d y % s s t i , e y r e 5 r t r o n t r i 4 u n Y u u s y i u t o u o V y t c n l n o i ( t C T & e u t C I n r n y o h t o e r e i n t t r t C n e r n s U t o n e u i e u a s v o c n c c h a s ( o t ( C N t c n C I a n r n c n h i i L e c e l a Y t t f L T d u b s s i y D o G e u s a a g T s a c ) p i e c i n s E N r w C e n r i v n a t a a n g c A r i i v t a n l r T l e r o i n s i e P y i e i i L v O o u s l l s s t g A v e n i r m M o e o g r n r I s s y a u v v s e i a C f n o R t a l c i P a v n C t i e r s x d a y i s I = t T r - , r k e s i n n i m r d e B t e M r y l y o v s V S a v Y n p l i i e e O u i C t t a r n s k D a s m c x t N m a o r P T d G l e a e e g , O / h t a I r r a e l k n s t n l c C a a r o t v N i y i m s o e o l c s E a I a a i a s o a U i r t d u r m m r t s T m f m T m y d a e s g r l t e S a y m r e t t f e Q h n ) E o e h e t E ( t i u n a i C t e v o i g k o o l T i t u s r s t g K e a E A b o n n r s p b r k n i h t r i c a r E e t n o C e i a R i r e r n a y n R e s h v a w o p h l w r e e y A D p o v G P m c r p e k t a y l r B a r y a a f t r t f u E i e e M o V n o n g N f w v i e u y p C D H C o t a o r a h s T e s r t C r a n D e d e t i A h g r e e v e i e P g t e e n R t g l d ( t t r i l i s a d s a e l m c O e a u l h u t s a R t v n i c s l m s u F h s a c f d n a n y t V e a n d i a e e o f a o n s t L S f i c r B e i v s n d i a f f n s s o r t c = R n o n n L o o o n s i e a o t u C c a s O t s e s e t i P g r d d r g r T m n s n P s s s C N I n i u / o o o e r p e o n L i o n i v t S o o o , n c p a h t p t I t r n w m c n t o h h p a n i s i o O r i i V i i o u r e l l ” h t s y o e g T u r o a e r n e e e a g r t T e m ” i s g e f v o t g k k d n i e t e y i i e R p n H o n - t r l l a n r S i o s r i i s r e t o k G e g s l s e c a l v e l C e e e I c r l d a e g o a c u v t i s h h h a U e N k a u S n c n r t t t o p n i t e e m p s c c i a a R a f f f n r g L : r m x t a n n f L E o i i o o C n e p h s e a e s e p o o V o A l c k n p k H s e e e e n e r i e y r i e e t c O o v ” s s s s s t i o e O a a s e k O a e h a a a a a e r l D d a c e d N s p d e e e e e m - o d a e i G k r r r r r F n k c m o t O Y r s r a l r s o d c c c c c - a i o c u r r u o u e p n l n n n n n S g M u n e i i i i i o C s S i o a e h t “ w t “ m - U t T I s n e e e e e f f f f f l e d y p C a t e n g g g g g o o o o a g n o o G n c s O l o a a a a a n a u a r r r r t t t t t n o s e t F o - l o E s r e e e e v a i n n n n n C n b c e : b b b b e e L g r e e e e e S e T “ u e p r e d t c c c c c 3 c e r h N s m m m m r r r r r o r A t u , a e t e u u u e e e e u e O c o L e e e s g I t t t n p n n n p p p p n R e p a a A a a m a a T c L g e e e e e e e e e e e o e e T e O a C r r r r = l n h h h h h h h h h h G C C A P p C E S C T T T T T M T T T T T D T C L

61 OUTREACH/PUBLIC INVOLVEMENT Strategic Goals STRATEGY GOAL 1: EDUCATE & INVOLVE THE COMMUNITY IN INCREASE THE RECOGNITION OF THE IMPORTANCE TOURISM PLANNING AND PROMOTION OF TOURISM TO THE ECONOMY AND THE OVERALL QUALITY OF LIFE IN LANCASTER COUNTY Background During the research for and preparation of this plan, To achieve the goals of the Lancaster County Strategic stakeholder inclusion and feedback was central to the Tourism Development Plan, Lancaster County’s tourism work. Because of the tremendous economic, workforce, industry and its partners must succeed in educating the and lifestyle impacts that tourism has on the County, it is public and community leaders about the substantial essential that County residents recognize the importance positive impact tourism has on the County’s economy, of tourism to the economy and overall quality of life, are employment, and quality of life. Too often communities fail engaged in the tourism planning process, and actively to recognize, or take for granted, the constant flow of promote the area. tourism dollars that help fuel local economies. It is necessary for support of Lancaster County’s tourism Despite the fact that residents on the whole understand the industry to be viewed, not as an expense, but as an value and importance of tourism marketing, they are investment that yields high return to Lancaster’s economy, largely uninvolved in tourism promotion. Pride of place and tax base and overall quality of life. There must also be a acceptance of tourists are two attributes necessary for very clear understanding that there is a direct link residents to become tourism ambassadors. Local tourism between Lancaster County’s “smart growth” strategies ambassadors have proved to be the strongest method of and the protection of the essential characteristics that on-site marketing and contribute considerably to tourism define the county as a unique and special destination by creating favorable impressions of a destination. worth visiting. To achieve this understanding and To engage the community in these efforts, both an internal appreciation, it will be essential to develop an internal public relations campaign and an educational program public relations campaign and an education program that should be established. The educational program would will inform public and private sector leaders, encourage include workshops and seminars for public and private residents to be tourism ambassadors, and support sector leaders about the positive impact of tourism. For tourism workforce training efforts. farmers and others involved in agri-tourism, there might be Additionally, ongoing workshops and educational agri-tourism product development, management, and opportunities for tourism entrepreneurs and others should marketing workshops that would cover a variety of topics be conducted which could include topics related to such as conducting farm tours, management of agri- and product development, marketing, partnerships, funding nature-tourism operations, assessment of assets to opportunities, and management. determine the potential of agri-tourism, understanding of the agri-tourist, potential enterprises for agricultural and nature And most importantly, an ongoing process for engaging the tourism, self-marketing of agri-tourism attractions, and tips community in the tourism planning process will be for building marketing and community partnerships. The essential to its long-term success. information and training required for an effective tourism ambassador program should also be developed. Lessons Learned & Critical Issues • Residents are not sufficiently involved in tourism The public relations campaign would keep the locals promotion advised of Lancaster’s tourism strengths, list the activities and accomplishments growing out of the Plan’s • The County’s residents have enormous pride of product and heritage recommendations, and act as a cheerleader to keep the residents educated and involved. The campaign would • There is a strong desire to involve more people in tourism who will reflect the cultural diversity of also utilize a variety of public involvement processes to the County engage the community in ongoing planning for tourism at the regional, county and local levels. Such a campaign would help involve the residents in tourism promotion,

62 keep them supportive in order to obtain the requisite resources, and most importantly increase the highly effective process of word-of-mouth marketing.

Premier hospitality service is also essential to an exceptional vacation experience. To ensure that visitors to Lancaster County receive a consistently superior experience, investment in education and training programs for the County’s travel and hospitality workforce must be made. A well-trained workforce will greatly improve Lancaster County’s effectiveness in meeting its goals and objectives. As ambassadors for the County, well-trained industry employees will greatly impact visitors’ experience, increasing the likelihood of a return visit. Already, the Harrisburg Area Community College has developed a program in this regard and should be strongly supported. Also, the formation of a Hospitality Center of Excellence to design training programs for new and incumbent workers in the tourism industry would be a tremendous vehicle for achieving this goal in Lancaster County.

GOAL 2: INVOLVE THE COMMUNITY IN TOURISM PLANNING Since it is also recognized that community support for tourism is so critical to its success, it will be necessary to create an effective communication program between the public and the tourism industry and its partners. It is also well recognized that active and enthusiastic support by political leadership is central to the success of tourism initiatives. The fervent support of the County Commissioners, the Mayor, and local municipal officials will make the difference in ensuring success.

As part of the ongoing tourism planning process, a number of methodologies for involving the public and key stakeholders at the regional, county and local levels must be provided. There is also a strong desire to expand this involvement beyond the strong core of dedicated individuals to reflect cultural diversity, address new audiences more effectively, bring fresh viewpoints, and in general expand the tourism universe in Lancaster County.

It will also be essential for local government and economic agencies to make every effort to integrate tourism goals and objectives contained in this Strategic Tourism Development Plan with their own local comprehensive and economic development plans.

63 s r e n t r N a P t s Y O n e s I P P g T e I I n a l l N i o m H H i t V T t U S S s B u & e O t V R R i s v O t C n C E E s n w C C I D D D o n R I T P P P M e A A E / l C C = B C c d E E T a C C r C L L s r V D r / / L L n o S P P a O P e C f T C C o n o A C C i C t k D D D C r t D D r L L C L B a L R a / E E P o T T P N c C T T C C V W u A P L L D & S S . d L T T E E o , E y C t G G C N l i L r I a . o G G & c h c t E U U o n u F L S S A a I t L i G L s n F a r N T O I e s Y o E E T R N I M M m m m m d m m m m m L r r r r e A A r r r r r e e e e A R N e e e e e T T R R T T T T T T T - - = U - - Y t t F F - - - - - g g r r A Q A d d d d d T i i i i i o o n n G E E R L o o h h R M M M M M M M E L L L L I I S S , u A T T T a P e R r A E u B V R s O r M o t T i E s i S s V S H r I T & a m n s n T i i o D R i r t e n N v m u N i e e o A v s U t s n e E n o r s Y i e C d o t f O M r h M n h c e e a t O g r E u p T n s p N D x i p V e a n O i m o n n L C o e a h a N c v E l h s l s I t y O k p y a s r E t n i n g o V n h H o n e n c w i T Y p S u P u N o u S a = I d s m i g O E e T s v B n T s t m I V C w o e a C o C l m a O u I D M c n e r g n s s P i r i N R o S d n - i r , s L d i I i t P y n u t n n o o d m R i i i o n B a U s s t n G n a i s U m o l i r r a f u t N o a U O m u s I o r n M n T m o m p n p t N t P a o o o l g i c / C i m F N h g p a s w y m o g M O s r A e p s e n e H c t i e i r k L r n d n s r E h m , e n i t P C u O u o a e C o h d l o t d t s w e d t P n N t i A M n v y e i i a e C t n g A n w t S c i n i g E e I T y n s u i s t n a m t s o R R o m t e g n R s m C e l i E l e O p n U n a u r r l k r e e T r e e o P t u O p e g c s a c d o T H a i h o x o M t m U t t c r r I s i m E n E t e e e p a s f T r d E O d L u h h e H o y t t e o n t s = e t H T i o n r l a s b v a n T C l g e i E a e i a t e h t P N t o t s r i c a F C I n s i n v s L r c n o p p r e e O V n w r , e Y s o i e i n e C p m m k o t T s s o r d L i l l r o N I a t e t h u y t u a e a a o t t c t g O r n i i N e v o l I t o d l c w a e O s e s m p s g a U T l n r u n r t t I n e a i r n o m a l a o i r n t M v o C t p e i m N V i a s g l e t t t s v c m s c M l o S n i l a G m a b a o e i r r e l , o s o s a n O t l t O i s i N L e p u v m e m H r n o C r n I i C p n v o n d u e r o t u i i o t i e a t i A l t E c c o n t a o E e i a f t a l d e c v a m n a c d R i i v t i e o O H t l i f b z n a p i u i a r y D & T o b a s E u t r o d n d n n l p i G s u g m p n S e n o s a n e E s i a i e p l u a d t l d A v g r o n t V b i E r a o f u a a e n e t a E C L n y t i l o o i w o n t c a C d m T I i a R r m O d p e o l a r , y T t e l y n d e c t l V C d n t e i t o l c c G n h l t u n r a i a f e t N r N u n a i u a b a A i n I I o r t o E m c e e m d u f C o m a a i e o n o : : h h o r l m t s S S p m v T t t r g s i h e C a n t a t 1 2 o u r t t e a p N N l s e o a A r r c r n m t u a h i e u c O O c L L o o e e a a o c r e I I U c d t t e e e n r t R i c p p z r n u - a A A a a i r g T T h h i l L u p p s o t t r d u i r e e T o O O t C C D o r r = u d u n r u a n g f t G G c C a L C S a C S A E A U o E p a S C D E T C L

64 ORGANIZATIONAL/COLLABORATIVE and private sectors, should also be applied in the proposed STRATEGY Tourism Development Areas and Corridors designated in this Plan. KEEP IT SIMPLE, FOCUS ON LEADERSHIP, IDENTIFY RESOURCES, AND COLLABORATE Lessons Learned & Critical Issues FOR SUCCESS • Considering the volume of attractions in Lancaster Background County, there is very little collaboration It is well recognized today that no single organization, • Lancaster’s willingness to enter into partnerships agency, or individual working in isolation accomplishes extends the Lancaster brand and broadens market reach very much. It is no different with tourism, where building partnerships is essential, not just because they help • There are a great many individuals and organizations in Lancaster County with considerable tourism develop local support, but also because tourism demands expertise, and a strong commitment to tourism resources that no single organization or entity can supply. • There are tremendous opportunities for enhancing Its success depends on the active participation of political and creating new partnerships to help local tourism leaders, business leaders, operators and managers of • Tourism marketing is being done by a professional tourist sites, accommodation operators, and many other organization (PDCVB), and the Lancaster County people and groups. Lancaster County has many Planning Commission has been an important opportunities for improving and developing partnerships catalyst for tourism development that can help local tourism, such as between the public • Strong public support from the political leadership is and private sectors, different ethnic attractions, City and critical to these and other tourism organizations’ efforts. County, and with other industries for labor sharing and • Entrepreneurial spirit is strong in Lancaster, and the skills transfer. county and its residents have enormous pride of product and heritage. Therefore, tourism In addition to the need for ongoing collaborative efforts, organizations need to have a mechanism for greater strong leadership will be required for tourism to be public participation successful in the County. To accomplish this goal, • While there is a growing interest in making the City Lancaster County needs to create a new countywide a destination, there is a lack of consensus on the tourism development organization whose members are City’s tourism development knowledgeable about tourism, are able to contribute • The County/City relationship regarding tourism and sufficient time, and are prepared to lead and make planning has room for improvement. decisions. The proposed organization must possess sufficient authority, government support, and competitive Strategic Goals funding. The organizational structure needs to be different GOAL 1: from current organizations, must be lean, have a defined CREATE A TOURISM DEVELOPMENT ORGANIZATION mechanism for reporting to government officials, and have THAT WILL USE EXISTING EXPERTISE, AND WILL a process for incorporating community input and expertise. TAKE RESPONSIBILITY FOR THE IMPLEMENTATION OF THE LANCASTER COUNTY STRATEGIC TOURISM There is also a need to develop a creative, collaborative, DEVELOPMENT PLAN and results-oriented organizational structure to support During the course of the stakeholder involvement process, tourism development in Lancaster City. Developing the one frustration other than traffic that seemed most on Lancaster City into a new and exciting tourist attraction for the minds of the individuals involved in tourism was: What the region is a substantial undertaking that will take time. type of organizational improvements can be made to It requires the belief that it will benefit the county as well as improve the direction and management of tourism the City, that the necessary cooperation will happen, and planning in Lancaster County? that the leadership and resources necessary to effectively follow through are available. The general consensus was that:

This same model for a collaborative and results-oriented • There are too many diverse organizations involved in various aspects of tourism planning and organizational structure, which involves both the public development

65 • Lancaster might benefit from bringing marketing responsibilities, which are critical ingredients for and product development together under one roof Lancaster’s tourism organization: • Partnerships among the major players need to be improved Leadership • The implementation of ideas is slowed by the lack of It is important that Lancaster have an energetic, dynamic, one forceful, unifying, powerful tourism organization and influential tourism development organization. This • Nobody knows who is “in charge” of tourism planning group must act as a champion and cheerleader for tourism • Each person believed that while his/her own development and promotion and actively convey the value organization is providing quality work, all other of tourism to the community. organizations were found wanting This group should monitor, develop, and help implement • Lancaster County and the County’s Towns and tourism action plans that have both short- and long-term Villages need to play a role in the planning and implementation of the County’s tourism future goals. In its advocacy role it must encourage long-term planning but also closely scrutinize the progress of short- Considerable time and thought has been devoted to this term projects. It should also effectively convey to the subject, and issues discussed ranged from leadership community that continuity and stability, not a quick fix, is qualities of individuals, to how the regional culture impacts the only way a tourism program can succeed. on organizational dynamics, to the realities of the local political scene, to theories of organizational structures. Continuity and Stability

In order to arrive at a series of recommendations for the It is essential that the institutional structure and funding be organizational approach appropriate to Lancaster, the ongoing. The entity needs to be able to survive the loss of following issues were addressed: specific individuals. Continuity and stability have been proven time and again to be critical elements of success • Attributes of successful tourism organizations with respect to both product development and marketing • Organizational capabilities and responsibilities for tourism destinations. Baltimore’s Inner Harbor and the • Philosophical decisions concerning the organization development of Charleston are two examples of how • Organizational options successful tourism development is related to long-term commitment. The importance of continuity and stability is Attributes of Successful Tourism Organizations equally important to tourism marketing. “I h NY” and From the consultants’ experience and in a study of “Virginia is for Lovers” are prime examples. comparable tourism regions conducted for this report, a list of ingredients and qualities of successful tourism Marketing and Product Development organizations has been compiled: For a strategic tourism plan to succeed, there are two • Authority to make decisions, with the power to see essential ingredients. The current product, attractions, and that ideas are implemented infrastructure must be kept fresh and new product • Governmental and community support and confidence regularly brought on-line, and the destination must be • Enthusiasm and commitment professionally marketed and promoted. One without the other will not work. The responsibility of the organization • Marketing and product development expertise will be to ensure that these efforts are conducted • Qualified staff with tourism experience competently, efficiently, and in tandem. • Clear delineation of responsibilities Coordination • Good communication and cooperation with tourism stakeholders If Lancaster is to move its tourism agenda forward, its • Continuity of funding allocated exclusively for tourism various organizations must work together more effectively. • Access to sufficient research One of the key responsibilities of this proposed organization, in its leadership role, will be to act as a Organizational Capabilities and Responsibilities catalyst for the coordination and cooperation of tourism In order to be effective at meeting its challenging goals organizations, local governments, and individual and objectives, the organization envisioned and stakeholders. It must create and help facilitate both formal recommended must have the following capabilities and

66 and informal networks so that the various tourism After a study of the pros and cons of each of the five models organizations not only know what the others are doing, but in relation to the consultants’ analysis of the Lancaster also find ways to work together. Its objective should be that, tourism situation, the fifth option, the creation of a new with respect to Lancaster tourism, the whole truly becomes tourism development organization, is recommended as the greater than the sum of its parts. best for Lancaster County. However, it is proposed that the establishment of the new organization be phased in over a Funding period of two (2) to three (3) years to allow for an appropriate The single most prevalent challenge for tourism organizations amount of time for the identification of sustainable funding is finding adequate funding. There is no one source that will sources and the preparation of the legal documentation and fund 100% of an organization’s costs over a period of years. related procedures for the establishment of the new entity. One of the responsibilities of a successful tourism organization is to identify revenue streams that can provide Keys to Success adequate annual funding and the required continuity. Prior to developing the structure for a new Lancaster Philosophical Decisions Concerning the Organization County tourism organization, it is important to delineate four general rules that are critical for its success: There are five models that Lancaster could adopt for its tourism organization: • Clarity of Mission – the organization’s responsibilities are to monitor the work of the marketing and product • One-Stop-Shop – In this model all tourism activities, development organizations, provide direction, responsibilities, and authority would be found under prioritize, bring the County and City together, give one roof. A new organization would have voice to the stakeholders, ensure strategic plan responsibility for both product development and implementation, and provide accountability. marketing and would handle all tourism activities for the county. • The Right People – experienced, knowledgeable, hard-working professionals who are able to devote the • Existing Organization – Take an existing organization requisite time to meet the responsibilities of the group and give it added responsibility and authority, thereby making it the one-stop-shop. • Power and Authority – the ability to get things done and to get people and groups to work together • Government – Place the tourism responsibilities under the auspices of local government. This would • Money – sufficient resources to mount an effective, most likely require legislation and would mean sustained program creating an Office of Tourism, with the appropriate The important attributes of the proposed tourism senior official and staff. development organization are: • Adapt the Current Situation – Currently PDCVB is handling tourism marketing and LCPC has taken a • Ability to overcome perception that current leadership role on product development. Changing organizations can’t do it little, Lancaster County could develop a regular • Can be tailor-made to meet specific needs schedule of meetings between these two organizations (and possibly bring in EDC as a • Possesses a freshness and energy needed to meet county organization to also work on product the task development) to ensure coordination, and let them • Enhances image – shows real commitment to tourism further develop their informal working relationship. • Not buried in bureaucracy – lean and mean with • Tourism Development Organization – Create a small considerable authority and credibility new organization with appropriate overall authority, • Best chance for coordinating other groups but leave the marketing and product development work to the organizations that currently possess that • Provide continuity and permanence to tourism effort expertise. This tourism development organization • Can best facilitate contributions from the private sector would coordinate the efforts of the separate • The board members chosen for this organization should organizations, provide direction, take responsibility collectively possess the expertise and capabilities for a few tasks that can benefit the tourism effort, necessary to implement and promote Lancaster and drive the entire process to ensure that the County’s Strategic Tourism Development Plan strategic plan programs are implemented. • PDCVB should continue to be responsible for tourism marketing

67 • LCPC and EDC, together with assistance from the new Mission organization’s staff, should be responsible for tourism • To contribute to the economic, social and cultural product development. The combination of LCPC’s long- progress of Lancaster County and the enrichment of term planning expertise and considerable experience in its quality of life by fostering sustainable tourism heritage tourism, the private sector entrepreneurship practices and helping to further develop the tourism and development expertise supplied by the EDC, and product and promote the County as a travel the direction, initiative, authority, and support of the new destination. organization will successfully move the new tourism product development agenda forward. Legal Structure: Not-For-Profit Corporation • This is not “just another organization.” The • This provides for a quick, efficient, and formal structure is unlike anything now in existence, and mechanism to be started as soon as possible. It is possesses the specific attributes necessary to also a structure that could facilitate contributions accomplish the tourism goals stated in this plan. from the private sector because of tax deductibility. Format or Structure for the New Proposed Board Members – Seven-Person Board Tourism Organization • PA Dutch Convention & Visitors Bureau representative The process for establishing the proposed new tourism • Lancaster County Planning Commission representative development organization is designed to be a two-step • Economic Development Company representative approach, to be carried out over a period of two to three years. • A City private sector representative • A County private sector representative Tourism Development Council – Phase 1 During the first phase of the process, it is recommended • Two At-Large Individual representatives that a Lancaster County Tourism Development Council be The seven-member Board would be self-perpetuating and established which would include seven (7) individuals their terms should be three years on a staggered basis. appointed from participating partnership organizations. Members would include a representative of the PA Dutch Staffing Convention & Visitors Bureau, the Lancaster County • Similar to the Board, the staff should be “lean and Planning Commission, and the Economic Development mean.” Overhead should be kept low and bureaucracy avoided. Company. The additional four members of the Council would include a representative from the City’s private • There should be one professional, an Executive sector, a County private sector person, and two at-large Director, with one support staff person. The Executive Director position should be filled by an individual who individuals. The Lancaster County Tourism Task Force not only has tourism experience, but also has political would appoint the first members of the Council. The role of savvy and strong communications skills. the Tourism Development Council will be to 1) begin Organization Responsibilities implementation of the Lancaster County Strategic Tourism Development Plan, 2) create the permanent Corporation • See “Clarity of Mission” (previous page) and the organizational chart that follows. that will evolve from the Council, and 3) begin identifying initial funding sources for the operations and management Budget of the new entity. The Council will serve as the transition • Initial funding for the Lancaster County Tourism team through the second phase of the organizational Development Corporation should be $200,000- process and will ultimately become the initial Board of the $250,000. This initial funding should be raised from a proposed Tourism Development Corporation. combination of contributions from the LCPC, PDCVB, EDC, and Lancaster City and County governments Tourism Development Corporation – Phase 2 together with contributions from local foundations and corporations. Further budgets will be determined by The purpose and structure of the proposed Tourism the Lancaster County Tourism Development Development Corporation will include the following Corporation’s success in identifying revenue streams characteristics: (see “ Funding the Plan’s Recommendations”).

68 Lancaster County Tourism Plan

GOAL 2: all grapple with various issues related to tourism and will ESTABLISH A CREATIVE, COLLABORATIVE, AND continue to do so in the coming years. The expertise, RESULTS-ORIENTED PARTNERSHIP TO SUPPORT vision, commitment, and resources these organizations TOURISM DEVELOPMENT FOR LANCASTER CITY bring to tourism development and marketing are vital if the In order for the City to accomplish the product and City’s government and residents are to “buy into” the marketing recommendations proposed in this plan, it is importance of tourism for the future economic well-being essential that a partnership of appropriate organizations of the City of Lancaster. and agencies be in place that can help provide expertise, If the City is to succeed in implementing its tourism strategy, drive the process, and promote a close working it needs to draw upon the expertise and energy of these relationship with government officials. various groups, but at the same time focus and be The City has many organizations each with a relatively accountable for achieving specific results. Therefore the large membership whose activities are partially devoted to Plan recommends that the organization being created for tourism issues. The City government, Destination the County, the Lancaster County Tourism Development Downtown, Team Lancaster, DID, the Alliance, Corporation, is the appropriate vehicle for forming and LancasterArts, current attractions, local foundations, etc. accomplishing the tourism objectives for the City of

69 Lancaster. It is appropriate because it incorporates the Promote Coordination among Arts, Culture, and same essential tenets necessary to drive the tourism Heritage Venues in the Greater Lancaster City Area process. It is appropriate because the City of Lancaster will In addition to recognizing the need to coordinate the be well-represented in the organization. It is appropriate various public and private organizations in the City around because it consolidates the tourism leadership for the entire product development and marketing under the auspices of region. It is appropriate because it becomes the simple, the proposed Lancaster County Tourism Development powerful organization that has the full range of talent, the Corporation, there is also a need to look at the possibilities responsibility, and the requisite authority to get things done. of creating greater partnerships or even consolidation of the dozens of arts/cultural/heritage entities in the City. The following tenets, upon which the Lancaster County Tourism Development Corporation is based, are the An inventory of the City revealed 29 galleries, 8 antique keys to the tourism development and promotion for the galleries, 36 buildings of historic interest, 10 churches or City of Lancaster: houses of worship, 7 antique stores, 14 entertainment venues, and 12 museums. Many of these can be • Collaboration and coordination partnered and consolidated in order to achieve economy of • Small representative membership will drive the scale, provide meaningful and complete experience for process more successfully tourists, capitalize on Lancaster’s authentic heritage • Inclusiveness must be managed, focused, and product, and market the City of Lancaster to modern geo- results-driven tourists. There is initial discussion, for example, of linking • It is impossible to be all things to all people the Shear America Collection of Americana with the • Agility and results driven existing Quilt and Textile Museum in a common building • Experience and expertise in tourism-related issues that would house a Folk Life Center. This is an excellent concept of partnerships that benefit all members and A key objective of the countywide Strategic Tourism extend the appeal of each to visitors. Development Plan is to encourage the residents, businesses, organizations, and government entities to GOAL 3: understand and then foster the interdependency of the City CREATE STRONG PARTNERSHIPS AND SYSTEMS and County when it comes to tourism development and TO INCREASE COOPERATION OF THE PUBLIC marketing. Above all, active and efficient coordination is AND PRIVATE SECTORS IN TOURISM PLANNING essential. Similarly, with the large number of organizations AND DEVELOPMENT in the City involved in tourism activities, and with the On every level of consideration – product, marketing, development of the Lancaster County Tourism infrastructure and organization – a strategy of partnering Development Corporation, it is not wise to create still will be required to implement this Strategic Tourism another new tourism organization. Development Plan, and by doing so will yield the strongest results for Lancaster County. Lancaster’s willingness to The Lancaster County Tourism Development Corporation enter into regional partnerships displays a savvy and will be developed so as to have a vital City presence. A City understanding of how to extend the brand and broaden private sector tourism representative will have a seat on the reach without straining resources. However, on the local Board. To be successful, the LCTDC must coordinate the level there are an insufficient number of partnerships City’s and County’s efforts, possess the resources to support among attractions. Attraction operators need to be the City’s activities, effectively and efficiently take advantage encouraged (and possibly trained) to enter into additional of City expertise, ensure stakeholder participation, engage partnerships. Also, because of tourism’s importance to the organizations involved in tourism, and have the professional region, together with its long history, many organizations expertise and authority to move the tourism agenda forward have at least one tourism-related item on their agendas. for the entire region. Unfortunately, all too often there is insufficient Rather than create a new City tourism organization, the LCTDC collaboration among these organizations. should consolidate the tourism leadership for the entire region, Collaboration can mean many things. In terms of drawing on its City representative members to ensure that the marketing, this might involve the creation of regional appropriate City-related objectives are accomplished. initiatives. On an entrepreneurial level, this might mean

70 collaboration among attractions. Lancaster County needs Unfortunately, at the current time, local attraction and to partner with the City of Lancaster. Local businesses and hospitality operators sometimes have difficulty in securing local municipal government need to collaborate for bank financing because the economics of their business product development and the provision of appropriate operations will not support a full commercial interest rate levels of needed infrastructure. Private sector activities will loan and/or banks are unwilling to provide funding for not be successful without the support of their local projects in the tourism industry. Therefore every effort governments. Conversely, public sector initiatives will not should be made to work with local financial institutions and thrive without private sector involvement and investment. lenders, like the Community First Fund, Grow Lancaster This will be especially critical in those areas of the county Fund, and others, to provide these types of opportunities that the Strategic Tourism Plan proposes to be designated for local tourism entrepreneurs and developers. as Tourism Development Areas and Corridors. Additional funding opportunities and recommendations Therefore, it is critical for organizations with tourism are included in the Funding Plan Chapter of this Plan. interests to partner with each other to move the tourism agenda forward.

GOAL 4: DEVELOP NEW AND STABLE SOURCES OF FUNDING FOR PRODUCT DEVELOPMENT, INFRASTRUCTURE IMPROVEMENTS, AND MARKETING To fully implement the vision and goals of the Strategic Tourism Development Plan, a stable, long-term source of financial resources will be required to create new product, improve visitor-related infrastructure, and enhance the existing marketing efforts. Financial resources can come from a variety of sources including government appropriations, hotel taxes, outside grants, loans and tax incentives. The types of funding available come from Federal, state and local governments; private foundations or corporate sponsors, and entrepreneurial revenues.

Currently, the PDCVB’s marketing budget ($5 million) is critical to the effective performance of its job. Greater resources would allow the PDCVB to appeal to two different market segments simultaneously (families and adult travelers), and also appeal to niche markets while remaining competitive with comparable destinations. There is also concern that if the PDCVB’s marketing budget does not keep pace with other destinations’ budgets, the county will simply not be able to compete.

One of the major recommendations in the Plan to encourage focused product development is to establish a system of Tourism Development Areas and Corridors. The primary focus of these zones would be sustainable tourism development that helps improve local quality of life while earning revenues from visitors. Under this concept, every effort should be made to work with the State legislators to explore new opportunities and incentives that would help facilitate tourism related reinvestment and development in these focused areas.

71 Y s r T e I n t C r N a , P R G s E O e N T I P P P P g e I I I I I a S l e s l t i N H H H H A t G n V T i S S C S N S C o & N i m t A I P N R R R R s O a L T n A C E E E E E m z w L C C i L P E o D D D o D / H n T P P K C M T R A A A A B a M = C C C C C C R O V E E E g g E C L L s S R r D D D D r A / / F n L L C L I L P O i e o T T T T O C C r n D R T M C t D D F D C C C C D r y e D D L P t N a U L L L L i R e / E E E E D T T P t Y E O C C T T T T C C S V / T N T M I P L L D & S S S S C A T P L T E E E m E I , , N D O y s C I t i G G G G T i S B L r r L I T C o G G & G G E S u h S L t V o N U U U R U u N T E E S S S A S O D O t i G T M s P C n E M a S E r V S N T E I S I O e R R s R E o E E E E U E R P N T m m M M M O M m m m r r d A K m m m m r r r m M T e A A A r r r r A e e r V I e e e A Y R I N T T e e e e e T T T R R T R R T - - T T T T - - - T = E R t t R t t F F t F - - - - F G - r r r r L r A P R O A d d d d d o o T i i i i o o o i E E L E E E P R U I h h h h h D R M M M M M M M P M M T L S S I I T I S S S I , W N U C u T T T T a A A S P D U e r C u R N O R I B T T A L s T N S r , E M s B o A t A r E i S R s U o L i R S U S V d I P P F i I T r T E & r N C E T R I n o o V U H R N i E , C t I R T n E T P e d T T v X N F M U n S n E y E s o a P O l A t l L C a O s M c a G O A h _ N e R a L e c P u r t j N _ N e O E I u a r n O o T _ I O O D V r T I L A n _ T y a t T p E d S i a t _ E i A B I n A n n D V s C a R X _ Z N n e v u I l A E u r I E _ E a y h F M o s e N m D _ s P i s h L t t n i S t r E p A _ e r l s n s O I i T o a e r _ t o S L r G p a l s i i f O R Y P v t C e $ c e R U F n t m n C v = s U O n U f e O u a o e e y e t l L a T B o O i t D h c E r i t I V t L D C D L i m T t c o O o S I C n t E r e n a n / D p n r u A R v C m T e W u P u N p t I a t s o o E P , i t g N m r t o o a r r s n T G L s R o E n e o p e i - u i R I m A n E r d m U C s p c o k o d o s A R T O a m n i H r G i p T i N c t C n a A F O i I T m u o e - a e N e d u M k o R m r e s f r S h g h n G e o s O l N t o T t , e t h l T u C n o e t O i T t i p i N a p d u L S O r I t g I n M r n I c s d o n i w u i e l n U i a i o S - s T Y D u g n r k i a t z T t n i S s r i i i C A T r l e t n u s M N a m O e E c f a n s t Z a A l p e , N s h E m u t I U n R a i a P y t n s d s n r T r s t r n a i U g F Z y i e N f n C o t a r r D I e _ u S i n n O m n o C n i i A t d e u v F i i m s _ o O f Y u N s t y C a t r r n i o o G s p N _ O t A S t l e y r u s o d C e a t E o t _ e R t e e n , g i l i R r u u d n e t S , A e _ i s v e e D d a c e t E O t c o r E r u s r t g a E t s $ o v i r a V o N h T o H m e a n r I d c G f n T e t f i C o t f n c i s m i A i e p T S n n f n l f o D C N R o f o o A d h a d a R a A t T l a o t e p G r t L S i a E i t U L n R d e t C n o d s m n c n P h = o N a v O s n O O M I o e s e I e s n n N n u i w e C i a w r r , v S B c P E r a T b u a t H i A o P o e o D t t n A s s u C t l n O E n L l o S l e i n E i a L n L o g t m a i o r c t f r t L a i V K , R r L e L T r t m e a n o e E l o u n n w s i E f r a c R s t E e s a t o B m O a i L g l i y o n V H t e t p v A z n r t e s A s c C A N i i u a i t c o e a T o E h r i k t u n t r o n T e , c t T t n n l o l r M t h t e o l a n D O u o u p t E F S a t i e , a a i R a r T v u e o t o n h z i V s a o v g D i t O i t w A s t I i o r m m p i r C C - M D e a r r V m i n T e P N t r p t s o p o r w a r S f p d p N N a S n v d A c a / o e I A , i g t e e o l e o g g t G n A E t i c k O g l e c h a r , N i R L : e o n m r r t I t n l r a s a e t n R n i I N T r i o p v r e s o a T a U b t v u t o o o c t W C a s A i l e o s O i N s y c A e u w o e s f n t O r c n m t E d n v m i T A R E n s i p m e e a o , t D T a e O p o t l a t N e r a C T a f t e N D & n c o M c g a e a m r i H o L b l o e A l S r f G n E m v s e P u c c P n r m p S p e i s i e s t o s I i o e d t n h i i d o i v E i O u d p E O t M r t l s e d d t r g L t e o a o E i u e i T l L n u T L , e E C e a h r s e S t u n o B l f h e t s s n s v a d A A T E I E L o t a n i o p u A i i l s f e u u f y T E V e T V E e p g o s P e T t t a e d t r t d w d n o r G l v n m o e E E r R R S i c a c n l d r M m u e n t o a s t t o A y d i i E C I D o o D C o e l a v E p a s c s i p a t e r r o t _ C a r l i t e e : : u i : : p h e c a r p u _ s e S S e S g g S T r s n t h i l e C r d d o i t t n o _ o 2 1 4 h 3 o n i g e l a N N N s t N l i t r o d A l g n p t u _ t a y e i i r i e c w p l a f O O c o O L L r L o O L e _ e s e s e i t I I U I p l I t w n t R t o k z k k e s a k k l k A A A a e A m a i s i T T T T t r r a r l L n d e e w e v i p s s o e T a a e o o O O e O O t C C C e D C r r = s e e x e e e a r h o d G G G P A C A W t m U G S t E S W n A S S A A C P D M C I D E T C L

72 Catalytic Recommendations

73 Because of Lancaster’s long history as a tourist destination, the strength of special interest groups in the area, and tourism’s impact among a variety of industries, there are numerous initiatives and programs that will benefit Lancaster County. We believe it is critical to focus the energy and resources of the community on recommendations that are considered primary and catalytic. By concentrating on a few focused recommendations, efforts can lead to measurable and tangible accomplishments that can be used as building blocks to get others involved and, in turn, act as a catalyst to further tourism initiatives.

Catalytic recommendations for Lancaster County are:

PRODUCT DEVELOPMENT 1.Establish the City of Lancaster as a new and exciting tourism product for the County. 2.Create connections between county and city products by providing complementary but different experiences. 3.Create thematic tours centered on “Made in Lancaster” and related special events based on attributes and products for which the area is known. 4.Focus resources on prioritized areas and corridors that have the greatest potential for tourism development. INFRASTRUCTURE 1.Enhance visitor mobility and access through transportation improvements between proposed tourism development areas. MARKETING 1.Engage in segmented (adults/family) and niche marketing (young adults) to increase the number of visitors and to attract more overnight visitors. 2.Develop marketing partnerships to create and develop new packages. OUTREACH/PUBLIC INVOLVEMENT 1.Involve the community in tourism planning and development. ORGANIZATION 1.Create a tourism development organization that will use existing expertise, and will take responsibility for the implementation of the Lancaster County Strategic Tourism Development Plan. 2.Develop new and stable sources of funding for product development, infrastructure improvements, and marketing.

75 Funding the Plan’s Recommendations

77 This section describes the plan’s major recommendations pursuing funding opportunities on an ongoing basis to and suggests potential sources of funding to implement support its own operations, as well as the other the recommendations. It should be noted that some recommendations of this plan. funding sources are already being pursued by various entities within the County and that some funding is already Recommendation in place for a variety of projects or programs. PROVIDE ENTERTAINING AND HISTORICALLY ACCURATE WALKING TOURS IN THE CITY OF In general, funding support can take the form of direct LANCASTER. local government appropriations, outside grants, loans, Funding Options and tax incentives. These types of funding are available One model for funding this sort of activity is Historic from the following sources: Philadelphia, Incorporated (HPI). This organization provides a model for how historic walking tours in • Local (municipal and county)1 downtown Lancaster could be organized and financed, as • State2 well as for a variety of other activities that could enhance • Federal the experience of visitors to the City.3 Founded in 1994, • Private foundations or corporate sponsors HPI is funded by a grant from the City of Philadelphia and • Entrepreneurial revenues (revenues generated through the support of private and corporate foundations. internally by tourist attractions and tourism industry businesses) • HPI’s Historic Philadelphia Living History Program is a series of street theatre programs that combine 18th In the first section, major recommendations are listed in century music, arts, crafts and other theatrical bold, and followed by a description of potential funding elements to both entertain and educate visitors about sources. The second section contains a listing of major events in colonial Philadelphia. HPI’s colonial sources of federal, state, and foundation funding that are characters are professional actors who undergo extensive training in the accents, manners and culture not specific to particular recommendations, but are of life in 18th century Philadelphia. Their costumes are instead potential sources of funding for a variety of the carefully researched for accuracy of detail. Each actor Plan’s recommendations. is assigned a character for which he or she researches and creates a persona. Those personae are scrupulously maintained while the characters are SPECIFIC RECOMMENDATIONS AND mingling with visitors to the Historic District. SOURCES OF FUNDING • HPI also publishes The Gazette, a broadside that features information about Historic District events, a Recommendation colorful map and a listing of attractions. Nearly half a CREATE A TOURISM DEVELOPMENT million total copies are printed in six editions annually. ORGANIZATION TO OVERSEE THE IMPLEMENTATION OF THE LANCASTER • HPI also produces “Stars, Stripes & Savings,” a COUNTY TOURISM PLAN, OVERSEEING coupon book with savings for 20 Historic District EXISTING SPECIALTY ORGANIZATIONS. museums, tours, restaurants and other attractions, Stars, Stripes & Savings was designed to provide Funding Options visitors with an economic incentive to visit places There is a need for ongoing funding to support this they might otherwise have missed. organization. Because this organization should perform To develop historically themed walking tours in the City of some functions that are currently performed by existing Lancaster, one option would be set up an organization groups, one potential source of funding is reallocation of similar to HPI, or to manage the program through an existing revenue sources. Another option is to obtain a existing organization. Funds from the City, County, and seed grant from a local or regional foundation, and use corporate and foundation grants could be utilized to this grant as a basis to seek state matching funds. In develop and subsidize the tours. In-kind or financial addition, this organization should be responsible for assistance may also be available from the Lancaster

1 This includes both local general revenues, as well as funds generated by taxes or fees levied on tourism-related activity such as the Hotel Tax. 2 Fortunately, the State of Pennsylvania has identified tourism promotion as an important part of its economic development strategy, and the state’s new Economic Stimulus Program may have funds ideally suited for some of the programs or initiatives recommended in the report. 3 More information about HPI can be found at www.historicphiladelphia.org.

79 County Historical Society and the Pennsylvania Historical projects that are part of the Heritage Park program. These and Museum Commission that could help with the funding sources could potentially be utilized to support research and technical assistance necessary to develop product development in the County, assuming it is the content of the tours. Workforce development programs consistent with the Management Action Plan established provided through state and federal government (e.g., the for the Lancaster-York Heritage Region. state Customized Job Training program and the federal Workforce Investment Act programs) should be explored Recommendation as possible sources of funding for training of the ENSURE THE LONG-TERM VIABILITY OF CENTRAL MARKET. actor/interpreters.4 Funding Options Recommendation The Project for Public Spaces (PPS) has as one of its CREATE SEVERAL EVENTS TO CELEBRATE primary concerns the promotion and development of LOCALLY PRODUCED CRAFTS AND FOODS, public markets throughout the country. They would be able INCLUDING A MASTER CRAFTS TOUR, A MADE IN LANCASTER FOOD ROUTE, AN ANNUAL to provide information on the possible sources of funding “MADE IN LANCASTER” CELEBRATION AND for supporting expansion and maintenance of the Central LANCASTER FOOD CELEBRATION. Market. In addition, two RFP’s were recently released, by PPS and the Ford Foundation, to provide $1 million in Funding Options support for public markets and community development. “State Heritage Tourism Cooperative Marketing Grants” The Ford Foundation is largely interested in how public would be especially appropriate sources of funding for this markets can achieve broader community development recommendation. These grants support groups of “heritage revitalization goals, promote social integration and assets” that have banded together to market themselves encourage the upward mobility of market vendors. Another and their location to visitors. The goal of the program is to interest is to help markets become sustainable and encourage productive marketing alliances. The program is achieve economic and social success over the long term. specifically targeted toward marketing of heritage tourism In addition, the U.S. Department of Health and Human “trails” or “clusters” and can also be used to produce Services, through the Office of Community Services, and/or promote heritage special events or festivals. The recently released an RFP for a $1 million grant program for deadline for applications is annually in March. In August, public markets, focusing primarily on capital grants of up the Commonwealth awarded $500,000 in grants under this to $250,000. Future sources of funding from these program. To date, the Lancaster-York Heritage Region and organizations may provide potential sources of funding to the Landis Valley Museum have received $180,000 to expand the hours of operation, or upgrade facilities at the develop packages around heritage themes and market Lancaster Central Market. more intensively their key heritage attractions, including the Ephrata Cloister. Future rounds of these grants are likely to Recommendation be appropriate sources of funding for other cooperative THERE ARE A NUMBER OF RECOMMENDATIONS marketing ventures in Lancaster City and County. THAT RELATE TO IMPROVEMENTS IN PHYSICAL INFRASTRUCTURE. THESE INCLUDE It is also possible that a substantial portion of project costs RECOMMENDATIONS TO IMPROVE THE SYSTEM could be supported directly by the private entities that OF VEHICULAR, PEDESTRIAN AND INTERPRETIVE benefit from these initiatives. SIGNAGE IN THE CITY OF LANCASTER, AND TO CREATE DESTINATION SIGNAGE THAT CONNECTS State Heritage Parks Program Grants. In 2001, the state THE COUNTY AND CITY. ONE SPECIFIC Department of Conservation and Natural Resources RECOMMENDATION IS TO CREATE A SIGNED designated Lancaster County as part of the Lancaster-York HERITAGE TRAIL TO LINK VARIOUS ATTRACTIONS IN AND NEAR THE CITY. THE Heritage Region. The state’s Heritage Parks Program PLAN ALSO RECOMMENDS ENHANCING THE provides funding for implementation and management of “STREETSCAPE” IN THE CITY OF LANCASTER,

4 Workforce development programs should more generally be explored as sources of funding for worker training for other jobs created by tourism initiatives in Lancaster County, including management and supervisory positions in hotels.

80 INCLUDING NEW LIGHTING, GARBAGE • Downtown Reinvestment Grants. These grants are RECEPTACLES, AND STREET FURNITURE. available to all Pennsylvania municipalities for a variety of development projects to help eliminate Funding Options decline and act as a financial gap filler for projects Major sources of potential funding for these proposed within the community’s traditional recommendations include the utilization of the state’s Main downtown or neighborhood commercial district. Street and Elm Street programs. Grants up to 50% of the total development costs are available for projects only if they are identified in Main Street and Elm Street Programs. These programs are and supported by an up-to-date, locally adopted potential sources of funding for a variety of projects that five-year downtown Strategy. The average grant could promote the commercial revitalization of downtown amount is $250,000 although there is no minimum or maximum. Eligible activities include: substantial Lancaster City and surrounding residential neighborhoods. rehabilitation of second story commercial structures Both programs are elements of the state’s New for use as moderate income housing, restoring Communities program, administered by the Department of commercial building facades and correcting code Community and Economic Development (DCED).5 deficiencies; acquiring properties in historic districts or central business districts; and improving public The goals of the Main Street Program are to make the sites in the commercial target area. traditional downtown areas of Pennsylvania’s cities and urban • Anchor Building Grants. These are “grants-to-loans” communities more attractive as a place to live and work, and for eligible applicants for important buildings that to act as a catalyst for small business development. The are located in the downtown district. Generally, program is based on the National Main Street Center’s “Four these grants-to-loans are grants to a local, public or private non-profit entity that are borrowed by the Point Approach”: design (rehabilitating historic buildings and developer from the grantee and repaid to a local promoting supportive new construction); organization revolving loan fund. DCED will give priority (building consensus among the participating groups); consideration to building projects with these promotion (marketing the district's assets to customers); and characteristics: greater than 10,000 square feet; economic restructuring (strengthening the existing district vacant or underutilized; considered by the economy and building the capacity to embrace new community to be an important downtown building that is vital to the downtown’s health; a structurally opportunities). The program designates official Main Street sound building that is eligible for or already listed on “communities.” The employment of a full-time professional the National Historic Register. Eligible activities for downtown manager is required for these communities. Four Anchor Building grants-to-loans can be used for up types of funding are available. to 30% of the total project investment required to acquire and renovate the building. Total funding • Planning Grants. Grants up to $25,000 will be made cannot exceed $250,000. available for planning activities. A Main Street Program five-year strategy is required for all Elm Street Program. This program allows communities to designated Main Street Communities. Planning integrate a Main Street or downtown revitalization program grants can be used to assist in completing the with a neighborhood renewal strategy. The Elm Street required components of the strategy. program is designed to provide assistance and resources • Operational/Basic Grants. Main Street Communities to those mixed use and residential areas in proximity to can receive administrative grants totaling $175,000 central business districts, to further enhance the over a five-year period to hire a full-time professional downtown area and to improve the viability of older downtown coordinator. Local cash matches for the administrative grants are required in years 2-5 of neighborhoods. Three types of grants are available under the grant. Main Street Communities are also eligible the Elm Street Program: to receive four years of design challenge/façade • Planning Grants. These grants are available to assist improvement grant funding not to exceed a community in developing an Elm Street program, $100,000. Design improvement grant funding must preferably a five-year strategic plan. be matched dollar-for-dollar by the individual owner of the property.

5 Detailed information on the Main Street and Elm Street programs is available in the New Communities Program Guidelines, available online at www.inventpa.com

81 • Operational Grants. Operational grants are available This $100 million program provides a combination of to designated Elm Streets over a four-year period for technical assistance and loan guarantee assistance. Under the employment of an Elm Street Manager to TIFGP, a local issuer of TIF bonds or the Commonwealth implement the five-year strategy. Year one is a Financing Authority may obtain a loan guarantee to serve as provisional year when up to $25,000 in planning funds may be requested to prepare the organization credit enhancement for a TIF bond issue, thereby allowing to operate the program. State funding levels and the the bonds to be sold on more favorable terms. This could required local match are as follows. In year one, up be applied to any infrastructure projects, including hotel to $25,000 is available to support planning, and at projects. This program is a potential source of funding for least $2,000 or 10 percent of the grant is required new hotel development in the City of Lancaster. as a local match. In the operational years (years 2- 5), up to $50,000 in funding is available, and at Small Business First. This state program is another least $5,000 or 10 percent of the grant is required potential source of funding for development of hotels and as a local match. Matching funds can be cash bed and breakfasts in the City of Lancaster. The program, and/or documented in-kind services. administered by the Department of Community and • Residential Reinvestment Grants. Residential Economic Development, provides funding for small Reinvestment grants are available to carry out physical improvements within an established businesses, defined as businesses with 100 employees or residential neighborhood to a community that has less. Hotels, motels and restaurants are eligible. Types of an Elm Street Plan or an acceptable comprehensive financial assistance that are available include: low-interest strategic plan in place similar to the Elm Street five- loan financing for land and building acquisition and point strategy. The normal grant size under this construction; machinery and equipment purchases and component ranges from $50,000 to $250,000. A upgrades; working capital; and environmental match of at least 10% of the grant amount is required. Eligible activities include development compliance/pollution prevention. Loans can be made for projects that help eliminate decline within the up to $200,000 or 50 percent of total eligible project costs, community's traditional residential district. Monies whichever is less. The maximum loan amount for working can be used for small loan programs. Examples of capital is $100,000 or 50 percent of total eligible project eligible activities include: public infrastructure costs, whichever is less. including streets, streetlights, trees, sidewalks or other pedestrian-oriented features; structural Other Options. The City should explore the creation of small improvements of buildings for mixed use; fund to provide matching grants and low-interest loans to acquisition of properties that could have historical significance through a subsidized loan program in support creation of bed and breakfast operations. For conjunction with local financial institutions to conversion of older buildings to bed and breakfasts, encourage increased home ownership and/or historic tax credits are a potential funding source. centralized management of rental units in the project area. Grants for façade improvements, Recommendations design assistance, and historically accurate A NUMBER OF RECOMMENDATIONS RELATE TO improvements are limited to $2,500 per property. CHANGES IN THE WAY THAT THE COUNTY AND Recommendation CITY MARKET TOURIST ATTRACTIONS. THESE RECOMMENDATIONS INCLUDE THE FOLLOWING: CREATE ADDITIONAL LODGING IN THE CITY OF AN INCREASED EMPHASIS ON NICHE LANCASTER, INCLUDING SMALL HOTELS, BED MARKETING; IMPROVEMENTS TO THE PDCVB AND BREAKFAST OPERATIONS, AND URBAN INNS. WEBSITE; COOPERATIVE MARKETING WITH Funding Options PUBLIC TRANSIT PROVIDERS; BUILDING ON Tax Increment Financing. For larger hotel construction, one EXISTING “HERITAGE THEMES”; INCREASED EMPHASIS ON MARKETING TOWNS AND option is tax increment financing (TIF). Through TIF, VILLAGES AS A HERITAGE PRODUCT; INCREASED communities can borrow funds for redevelopment projects EMPHASIS ON MARKETING GROUPS OF and then repay those borrowed monies through the new ATTRACTIONS AS PACKAGES, INCLUDING tax revenues that will be generated as a result of the GROUPS OF ATTRACTIONS THAT COMBINE CITY development. The state’s recently enacted Economic AND COUNTY ATTRACTIONS; AND EFFORTS BY Stimulus Program contained a new program to promote LANCASTER COUNTY TO TAKE THE LEAD IN REGIONAL BRANDING WITHIN SOUTHCENTRAL the use of TIF by smaller communities, the Tax Increment PENNSYLVANIA. Financing Guarantee Program (TIFGP).

82 Funding Options landscape preservation, and the development of bicycle Tourist Promotion Assistance (TPA) Grants. This program and pedestrian transportation corridors. assists county and regional tourist promotion agencies by National Scenic Byways Program. This component of TEA- providing state matching grants to support tourism 21 is designed to protect and enhance America's promotion expenses. There is $11.0 million in state funds designated scenic roads. The program is administered by for this program in FY 04-05. Funds can be used to the U.S. Department of Transportation, Federal Highway support research, advertising, public relations and other Administration. Money is available for planning, safety and promotional programs designed to stimulate travel and facility improvements, cultural and historic resource tourism. Program funding is only provided to those county protection, and tourism information signage. Bicycle and or regional tourism promotion agencies that have been pedestrian facilities can be developed in conjunction with properly designated by the county or counties they scenic roadway projects. Some states with Scenic Byway represent. Applications are accepted on an annual basis Programs have developed greenways in conjunction with every August. Agencies must also show proof of eligible this initiative. promotional spending of locally raised funds to qualify for quarterly reimbursement from their grant allocation. Congestion Mitigation and Air Quality Improvement (CMAQ) Program. The CMAQ program was created to State Regional Marketing Initiative Grants. This competitive reduce congestion on local streets and improve air grant program is designed to promote coordinated regional quality. Funds are available to urban communities tourism marketing efforts across multiple counties. State designated as “non- attainment” areas for air quality. The funds are provided to local tourism promotion agencies program is administered by the Federal Highway and non profit organizations, partnering within a minimum Administration and the Environmental Protection Agency. of five counties, to develop destination marketing A grant recipient must demonstrate that its project will programs. Funds can be used for research, advertising, improve air quality throughout the community. Funding public relations and other promotional activities to requires a 20% local match. stimulate travel and tourism. There is a required two-to- one match. In the FY 04-05 budget, there is $5.0 million National Recreational Trails Program. These grants are appropriated for these grants. Lancaster County is well available to government and nonprofit agencies, for positioned to receive funding under this program, as the amounts ranging from $5,000 to $50,000, for the building potential core marketer of an extended Pennsylvania of a trail or piece of a trail. It is a reimbursement grant Dutch Country brand. program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual Recommendation program, with an application deadline at the end of THE PLAN INCLUDES A NUMBER OF RECOMMENDATIONS RELATING TO January. The available funds are split such that 30% goes IMPROVEMENTS IN TRANSPORTATION AND towards motorized trails, 30% to non-motorized trails, and PARKING. THEY INCLUDE: PROVIDING A 40% is discretionary for trail construction. SEASONAL SHUTTLE SERVICE; UNLIMITED TRANSIT PASSES; ENCOURAGING NON-FIXED Transportation Development Districts. The Transportation ROUTE SERVICES; DEVELOPING NEW Development District, or TDD, is a mechanism by which CONNECTIONS BETWEEN THE COUNTY AND CITY the cost of needed transportation improvements are VISITOR DOMAINS; IMPROVING TAXI SERVICE carried proportionately to the burden placed on the WITHIN THE CITY; IMPROVING TRANSPORTATION existing system by new development. The Transportation CONNECTIONS TO LANCASTER STATION; IMPROVING CONDITIONS FOR NON-MOTORIZED Development District Act of 1989 provides for public- TRAVEL; AND EXPANDING PARKING FACILITIES. private cooperation in the planning and funding of transportation improvements within the boundaries of an Funding Options approved district, based on a joint planning process Federal Transportation Equity Act for the 21st Century (TEA- involving state, county and local governments and 21). TEA-21 affirmed the eligibility of preservation projects representatives of the private sector. with functional, economic, visual, or other links to the transportation system. Funding has been used for The first Transportation Development District designated in downtown revitalization, heritage area projects, rural New Jersey was the I-95/295 Corridor in Ewing, Lawrence

83 and Hopewell townships, Mercer County. The Mercer • The Institute of Museum and Library Services. IMLS County TDD Plan requires new projects with traffic impacts is an independent federal agency that provides to pay for improvements based on a dollar cost per vehicle funds to libraries and museums. The Institute provides general operating support, a museum trip generated. assessment program, conservation project support, conservation assessment, and National Leadership The TDD concept is not limited to roadway improvements, Grants for Museums. however. It is possible to establish a TDD for purposes of funding needed improvements to mass transit systems in • National Endowment for the Arts. NEA provides organization grants, heritage and preservation downtowns or around existing transit stations. Such a TDD Grants, and Challenge America grants. Heritage would operate much like a Special Improvement District, and preservation grants provide funds for the but the funds raised would be dedicated to improvements “conservation of highly significant works or that facilitate the use of buses and/or trains. collections of art, artifacts or designed elements, or of cultural traditions and practices.” NEA’s Design Impact Fees. Impact fees are authorized by a municipal Arts Program provides grants to state and local ordinance that allows municipalities to assess developers agencies, individuals and nonprofit organizations for for portions of the transportation capital improvement costs projects that incorporate urban design, historic preservation, planning, architecture, landscape related to their developments. These fees are intended to architecture and other community improvement generate revenue for funding the costs of off-site public activities, including greenway development. Grants transportation capital improvements necessitated by and to organizations and agencies must be matched by attributed to the new development. a 50% local contribution. Agencies can receive up to $50,000. Pennsylvania’s Traffic Impact Fee Law, more commonly • National Endowment for the Humanities. NEH known as Act 209 or Article V-A of the Municipalities provides challenge grants, planning grants and Planning Code, requires a linkage between the development consultation grants for museums, libraries and and the need for transportation improvements. In effect, the special projects, and preservation assistance grants. fees allow the cost of improvements to be proportionally • National Historical Publications and Records allocated among new property owners. It should be noted Commission. NHPRC provides grants for projects that a municipality may only assess an impact fee to address collecting, describing, preserving, compiling, and traffic concerns generated by new development, not to publishing documentary sources significant to US history and making them available to the public. correct pre-existing deficiencies. • National Park Service. NPS provides historic preservation funds that support preservation POTENTIAL SOURCES OF FUNDING activities carried out through the state Historic Preservation Office, which works with local FOR A VARIETY OF PLAN communities to achieve preservation goals. NPS RECOMMENDATIONS also provides preservation technology and training This section lists sources of funding that are potentially grants that fund training, technology, information management, and basic research in historic applicable to a variety of the Plan’s recommendations. preservation fields. NPS also provides Save Funding sources available from federal and state government, America’s Treasures grants, which provide funding and private and corporate foundations are described. for preservation and/or conservation of nationally significant intellectual and cultural artifacts, and FEDERAL AGENCIES historic structures and sites (historic structures and A number of federal agencies are potential sources of sites include historic districts, buildings, structures, funding, particularly in areas that relate to development of and objects). Finally, NPS provides Federal Historic Preservation Tax Credits (HPTC) of 20 percent heritage assets in the County. toward the certified rehabilitation of certified historic structures for income-producing properties and 10

6 These are foundations in the County with assets in excess of $15 million or annual grants that exceed $750,000. From Directory of Pennsylvania Foundations, 7th Edition, accessed at .

84 percent for the rehabilitation of non-historic, non- manufacturers, museums, quilting emporiums, residential buildings built before 1936. HPTC’s can residential developments, restaurants, a small be received by owners of properties listed on, or business school, and many others, including many eligible for, the National Register of Historic Places, women-owned businesses. The Fund would be an and located in a historic district and a certified obvious candidate to support many of the contributing structure by the NPS. recommendations of the Tourism Plan. The Fund could support many entrepreneurs in the City or FOUNDATIONS County who are developing businesses with a Local Foundations cultural or heritage character, promoting historic A number of Lancaster County foundations have historical preservation, or helping to revitalize the business or heritage related missions, and are likely sources of district of downtown Lancaster City. funds for many of the recommendations. The following is a National Foundations list of the largest Lancaster County-based foundations.6 There are several national foundations that have a high degree of focus on support of historical and cultural Grant Assets Support heritage related projects. Name (in millions): (in millions): • James Marston Fitch Charitable Foundation. The Lancaster County Community Foundation $34.3 $1.0 Foundation’s purpose is to advance the study and practice of the preservation of the historic (John Frederick) Steinman Foundation $30.9 $1.4 architectural heritage. (James Hale) Steinman Foundation $28.8 $1.2 • J. Paul Getty Trust. The Getty Grant Program, administered by the J. Paul Getty Trust, makes Brossman (William and Jemima) $22.7 $1.0 grants in the fields of research, conservation, and Charitable Foundation leadership and professional development to promote research in the history of art and related Ferree Foundation $17.5 $1.5 fields and conservation of cultural heritage. This 1675 Foundation $17.5 $0.9 program is a potential source of funding for upgrading structures of historical significance in the Crels Foundation $18.9 $0.8 City or County, and conservation of museum collections. The program funds “a diverse range of Ressler Mill Foundation $15.5 $0.2 projects that promote learning and scholarship about the history of the visual arts and the Armstrong Foundation $ 5.0 $2.1 conservation of cultural heritage, and it consistently searches for collaborative efforts that set high Good (Richard and Annetta) Foundation $ 1.1 $1.0 standards and make significant contributions.” There are two major types of conservation grants, Regional Foundations focused on conservation of museum collections and • The Progress Fund. The Progress fund is a architectural conservation. Museum Conservation “community development financial institution” that Grants are designed to assist institutions in caring creates jobs and improves communities. Their for their permanent collections, and include survey target area is southwestern and central grants to assist museums in identifying conservation Pennsylvania and West Virginia. The Fund provides requirements of their collections, and treatment capital and coaching to new or expanding grants to support actual conservation. Architectural businesses that seek to create jobs and opportunity. Conservation Grants support organizations in their The Fund supports businesses that build the rural efforts to preserve buildings or sites of “outstanding economy, typically while honoring the environment, architectural, historical, and cultural significance.” reusing historic structures, reinvigorating traditional They include planning grants to assist in the business districts, and creating living wage jobs. development of conservation plans, and Since its inception in 1997, the Fund has made 123 implementation grants to support actual loans totaling more than $8 million, created or conservation of a building's historic structure and retained more than 750 jobs, provided at least fabric. Recent architectural conservation grants 7,000 hours of business counseling, and helped have ranged from $20,000 to $250,000. reuse 60 historically significant buildings. The Fund • Graham Foundation. Grants focus on architecture has assisted accounting firms, bed & breakfasts, and the built environment; generally activities that brewpubs, canoe rental outfitters, clothiers, coffee lead to the public dissemination of ideas through shops, general stores, ice cream shops, liveries, publication, exhibition, or educational programming.

85 • Wilbur Foundation. The Foundation seeks to support over the past two years. The most relevant Economic institutions and projects that are calculated to Stimulus Programs for purposes of funding the enhance or preserve the “permanent things” of recommendations of the Lancaster Strategic Tourism society. Its purpose is to “enhance, preserve and Development Plan include the following: protect the transcendent and permanent values of civilization and our temporary society through • Business in Our Sites. This is a $300 million support of the humanities.” The Foundation statewide loan and grant pool, made available to concentrates its funding in the field of humanities, communities statewide to help them develop especially history, literature, religion, and shovel-ready sites to accommodate expanding philosophy. Support is given only through tax- businesses. Funds may be used for land exempt public foundations that reflect a concern for acquisition, conducting environmental assessment historical continuity and studies of a traditional and remediation, demolition, site preparation nature. The foundation does not consider grants for activities and installation of infrastructure, including general building purposes. Grant applications are but not limited to sewer, water, storm water, utilities accepted between September 1st and December and telecommunications. Funds may also be used 31st of any year. This would be a potential source of for access roads or other necessary on-site and off- funding for research that could help support the site transportation improvements. These include preservation and development of Lancaster’s rail, costs associated with engineering, legal and culture and heritage, as well as product other professional services; and any other activities development that specifically relates to museums, necessary to make a specific site ready for reuse. libraries, and other institutions that preserve and The program recognizes that many smaller clarify Lancaster County’s cultural heritage. communities lack the expertise or resources to • American Express Foundation. Their grants for perform the upfront work required to pull together a cultural heritage emphasize: “public awareness of site preparation project. Up to $10 million will be the importance of historic and environmental provided as grants for feasibility studies. preservation; preservation and management of • Building PA. This program will provide $150 million major tourism sites; direct support for important in funding for the development of real estate assets cultural institutions…that are representative of within the Commonwealth. The $150 million should national, regional and local cultures….” be matched by private investors and foundations. • National Trust for Historic Preservation. The Trust’s The resulting $300 million fund will provide Rural Heritage Program is dedicated to the mezzanine capital for developers seeking to recognition and protection of rural historic and redevelop and revitalize real estate assets in small to cultural resources. Through educational programs, mid-sized Pennsylvania communities. publications, and technical assistance, the Rural • First Industries Fund. Historically, the Heritage Program supports the efforts of rural Commonwealth has provided little in the way of communities across the country to both preserve financial incentives to owners of tourism-related and live with their heritage. The Program works with businesses or assisted farmers with their communities on topics as diverse as farmland capitalization or working capital needs. Through its preservation, scenic byways, heritage areas and two main components – the Tourism Development parks, historic roads, and sprawl. Fund and the Agriculture Expansion Fund - the First STATE FUNDING Industries Fund provides $150 million in planning grants, revolving loans and loan guarantees aimed The state’s Department of Community and Economic at helping these two vital segments stay healthy and Development offers a wide range of economic dynamic. For tourism, the First Industries Fund will development programs, many of which are potential be available to, among others, businesses involved sources of funding for tourism-related projects.7 These in destination tourism, hospitality and other tourism- programs have been substantially expanded with the oriented services, and nonprofit entities that passage of a variety of programs proposed by Governor promote regional and local tourism. Rendell and collectively referred to as the Economic • Infrastructure and Facilities Improvement Program. Stimulus Program. These programs have been enacted This program is a multi-year grant program (to help pay debt service) for certain types of infrastructure

7 More detail on the state economic development programs is available from the website of the Department of Community and Economic Development, www.inventpa.com.

86 and building projects. The amount of grant funding waivers, and comprehensive deductions. The tax will be calculated on the basis of the anticipated abatements remain in effect through 2010, with amount of state sales tax, hotel occupancy tax, and some areas continuing until 2013. The original KOZ personal income tax to be generated by a project. program, enacted in 1998, was expanded in 2000 Entities that issue debt to finance a project may apply and 2002 to include new types of tax abatement to the Department of Community and Economic zones referred to as Keystone Opportunity Development (DCED) for grant funding. This would Expansion Zones (KOEZ’s) and Keystone include: authorities that issue debt for tax increment Opportunity Improvement Zones (KOIZ’s).8 financing; redevelopment authorities; convention • An additional tool is local property tax abatement center authorities, including municipal authorities under the Local Economic Revitalization Tax formed for that purpose; and the Pennsylvania Assistance Act (LERTA). Under LERTA, local Economic Development Financing Authority. municipalities, school districts and counties can • Redevelopment Assistance Capital Program. This offer tax abatements on improvements to property grant program, administered by the Office of the for up to 10 years. Budget, funds the acquisition and construction of Designated Tourism Development Zones regional economic, cultural, civic and historical improvement projects. Preference will be given to The primary focus of these zones would be sustainable those projects that display significant potential for tourism development that helps improve local quality of life improving economic growth and the creation of jobs while earning revenues from visitors. Every effort should be and new opportunities to a diverse group of made to work with the state legislators to identify potential communities throughout the Commonwealth. new incentive programs that could be applied in these LOCAL FUNDS specific areas and corridors. Funds from local general revenues are potential sources of Legislative Support for Agri-Tourism funding for any of the recommendations. Act 72 of 2004, In order to assist Lancaster County farmers, particularly the which is expected to create of pool of funding for property Amish, to develop agri-tourism services to visitors, use a tax relief generated by revenues from legalized gaming, precedent set by the State of California to establish a may generate some additional fiscal capacity at the local Pennsylvania Agricultural Homestay Bill. The California level. The City or County may wish to dedicate some of this version, passed in July 1999 and subsequently amended, new fiscal capacity to finance tourism-related initiatives. paved the way for more farmers (and ranchers) to offer OTHER CONCEPTS tourists overnight visits. The bill exempts farms that offer Tax Abatement overnight stays from the more stringent requirements of Tax abatement programs could be of potential use for operating a commercial restaurant. To qualify for overnight stimulating tourism-related business development – stays, the farms must produce agricultural products as their including hotels, restaurants, and other retail businesses – primary source of income and therefore be a “restricted in targeted areas within Lancaster City or other parts of the food service transient occupancy establishment.” County. The County, and local municipalities, would need Additionally, farmers are limited to six guest rooms and 15 to identify the sites where tax abatement programs would visitors a night – less than the amount allowed for a Bed & be of the greatest use in encouraging development of Breakfast operation. tourism-related industries.

• The state’s Keystone Opportunity Zone (KOZ) program is designed to revive economically distressed urban and rural communities. The program incentivizes economic development in targeted zones through the elimination or reduction of taxes levied on businesses and residents within the zone. State and local taxes in the designated areas are reduced to almost zero through credits,

8 More information on the state’s KOZ, KOEZ, and KOIZ programs is available from the website of the state Department of Community and Economic Development, www.inventpa.com.

87 Economic Impact Forecasts

89 POTENTIAL ECONOMIC IMPACT OF Calculation of Base Year Economic LANCASTER COUNTY STRATEGIC and Fiscal Impact of Tourism in TOURISM DEVELOPMENT PLAN Lancaster County

RECOMMENDATIONS 2001 2003 Percent A range of estimates of the potential economic impact of ($ in millions) Estimate Estimate Change the Plan’s recommendations through 2009 have been Expenditures $3,916 $4,155 6.1% developed and included in this section of the Strategic Earnings $898 $953 6.1% Tourism Development Plan. The first step in developing these estimates was to determine the level of current Employment 47,000 45,919 -2.3% economic activity related to tourism in the County, to use as a base for future projections. The second step was to Fiscal Impact $237 $251 6.1% project future trends in tourism-related economic activity Note: Figures represent the total economic and fiscal impact of Lancaster County tourism-related activity, including direct, indirect, and induced activity. in the County, under the assumption that the Plan Source: Econsult Corporation. (2004) recommendations are not implemented, and under the assumption that the recommendations are implemented. PROJECTING FUTURE TRENDS IN TOURISM-RELATED ECONOMIC ACTIVITY ESTIMATING THE BASE LEVEL OF The next step in the analysis was to develop projections of TOURISM-RELATED ECONOMIC ACTIVITY tourism-related activity in Lancaster County over the 2003 to In 2001, tourism-related economic activity in Lancaster 2009 period. Our projections are based on projections for County accounted for $3.916 billion in expenditures, $898 national growth in the travel and tourism industry over the million in earnings, 47,000 jobs, and $237 million in state 2004-2014 period from the World Travel and Tourism Council and local tax revenue, taking into account direct, indirect, (WTTC).2 The Council projects that U. S. travel and tourism and induced economic effects.1 It is necessary to update GDP will grow at a real annual rate of 3.6 percent from 2004 these estimates to produce a base level of tourism-related to 2014, and that U.S. travel and tourism employment will economic activity in the County. Estimates were developed grow at an annual rate of 1.7 percent over this period. for the most recently completed year 2003, based on national data on tourism growth, and use the 2003 Three scenarios for Lancaster County were developed estimate as the base for future forecasts. based on these national growth projections. The baseline scenario assumes that Lancaster County’s economic The percentage change between 2001 and 2003 based on activity related to tourism will equal the national growth the U. S. Department of Commerce, Bureau of Economic rates projected by the WTTC through 2009. This Analysis, U. S. Travel and Tourism Satellite Accounts was assumption is equivalent to the assumption that the estimated. These accounts provide estimates of the total County’s share of the national travel and tourism economy output and employment in tourism-related industries in the will remain constant. Two scenarios were also developed US in 2001 and 2003. The percentage change in national under which the County will capture a gradually increasing tourism-related output was utilized as the basis for share over time of the national tourism market. The estimating the percentage change in expenditures, “moderate” scenario assumes that Lancaster County’s earnings and tax revenue generated by Lancaster County growth will exceed national growth by 50 percent. The tourism-related economic activity between 2001 and “optimistic” scenario assumes the County’s tourism 2003. The national change in tourism-related employment economy will grow at twice the rate of the national tourism during this period was used to estimate the change in economy. Both scenarios are designed to represent tourism-related employment in the County between 2001 plausible estimates of the impact of implementing the Plan and 2003. recommendations. Significant efforts to improve marketing, develop product, and increase the accessibility

1 The Economic Impact of Tourism in Lancaster County. February 2004. Philadelphia and New York: Econsult Corporation and Parter International, Inc. 2 United States Travel and Tourism Forging Ahead: The 2004 Travel and Tourism Economic Research. February 2004. New York: World Travel and Tourism Council.

91 of Lancaster County attractions are likely to mean that the A reasonable way to measure the impact of the Plan’s County’s tourism economy will grow significantly more recommendations is to measure the difference between rapidly than the national tourism economy. the projections under the moderate and optimistic scenarios, and the baseline scenario. This is a conservative These assumptions translate into the following projected way to measure the impact of the Plan since it assumes growth rates for Lancaster County tourism-related economic that, in the absence of implementing any of the Plan activity. Over the 2003-2009 period, expenditures, earnings, recommendations, Lancaster would maintain its market and tax revenues are projected to grow at 6.1 percent share of the national tourism economy. It is likely that the annually in the baseline, 7.9 percent annually in the County’s market share would decline without moderate scenario, and 9.7 percent annually in the implementation of the Plan, since competitor destinations optimistic scenario. Employment is projected to grow at 1.7 across the country are always taking steps to improve percent annually in the baseline, 2.6 percent annually in the product and marketing. So we view these as a plausible, moderate scenario, and 3.4 percent annually in the but conservative, way to measure the economic value of optimistic scenario.3 Applying these growth rates to the 2003 the Plan to the County. base levels presented on the previous page produces the projections presented in the table below. Projected Economic and Fiscal Impact of Tourism in Lancaster County, 2004-2009

($in millions) 2004 2005 2006 2007 2008 2009

Travel Expenditures

Baseline $4,408 $4,677 $4,963 $5,265 $5,586 $5,927

Moderate 4,483 4,837 5,219 5,632 6,077 6,557

Optimistic 4,558 5,000 5,485 6,017 6,601 7,241

Earnings

Baseline $1,011 $1,073 $1,138 $1,207 $1,281 $1,359

Moderate 1,028 1,109 1,197 1,291 1,393 1,504

Optimistic 1,045 1,147 1,258 1,380 1,514 1,660

Employment

Baseline 46,700 47,494 48,301 49,122 49,957 50,806

Moderate 47,113 48,338 49,595 50,884 52,207 53,564

Optimistic 47,480 49,095 50,764 52,490 54,274 56,120

Fiscal Impact

Baseline $267 $283 $300 $319 $338 $359

Moderate 271 293 316 341 368 397

Optimistic 276 303 332 364 399 438

Note: Figures represent total economic and fiscal impacts, including direct, indirect, and induced impacts. Source: Econsult Corporation. (2004)

3 These growth rates all incorporate an assumption of 2.5 percent annual inflation.

92 Impact of Plan Recommendations: Difference Between Moderate and Optimistic Scenarios, and Baseline Scenario, 2004-2009

($ in millions) 2004 2005 2006 2007 2008 2009

Expenditures

Moderate $75 $160 $257 $366 $490 $630

Optimistic 150 323 522 752 1,014 1,314

Earnings

Moderate $17 $37 $59 $84 $112 $144

Optimistic 34 74 120 172 233 301

Employment

Moderate 413 844 1,294 1,762 2,250 2,758

Optimistic 781 1,601 2,463 3,368 4,317 5,313

Fiscal Impact

Moderate $5 $10 $16 $22 $30 $38

Optimistic 9 20 32 46 61 80

*Note: Figures represent total economic and fiscal impacts, including direct, indirect, and induced impacts. Source: Econsult Corporation. (2004)

Under the moderate scenario, by 2009, the Plan is projected to result in an additional $630 million in total expenditures, $144 million in annual earnings, and over 2,700 jobs in tourism-related industries in the County, and an additional $38 million in state and local tax revenue. Under the optimistic scenario, by 2009, the Plan is projected to result in an additional $1.314 billion in total expenditures, $301 million in annual earnings, and over 5,300 jobs in tourism-related industries in the County, and an additional $80 million in state and local tax revenues.4

4 These estimates take into account direct, indirect, and induced effects of tourism within the County. The estimates implicitly assume that the relationship between direct, indirect, and induced economic effects of tourism in the County over the forecast period is unchanged from that estimated for 2001 in The Economic Impacts of Tourism in Lancaster County (Econsult Corporation and Parter International, Inc., 2004). We believe this is a reasonable assumption. While the linkages between economic activity between tourism and other industries nationally and within Lancaster County are likely to change somewhat over the period, the changes are not likely to be significant.

93 Bibliography

95 PA Tourism & Lodging Association, Heritage Tourism Development: A Policy Framework April 2003

PA Dutch Convention & Visitors Bureau, Annual Report for PA Dutch Convention & Visitors Bureau March 2003

City of Lancaster, Lancaster Square Master Plan January 2003

LDR, Lancaster Economic Development Action Appendix: A Progress Report Executive Summary 2003

Hovinen, Gary, “Revisiting the Destination Lifecycle Model,” Annals of Tourism Research, v.29, no. 1. Pp. 209-230 2002

ConsultEcon, Visitor Information/Orientation Center Strategy for Lancaster County November 2001

Smucker, Jim, Analysis of Lancaster County Tourism from Lifecycle & Systems Perspective December 1999

Lancaster County Planning Commission, Lancaster County Comprehensive Plan Policy Plan April 1999

Lancaster County Planning Commission, Lancaster County Heritage Tourism Plan January 1998

97 Glossary of Terms

99 Acronyms Used in Plan: NHPRC National Historical Publications and Records Commission AAA American Automobile Association NPS National Park Service DCED Department of Community and Economic Development NTHP National Trust for Historic Preservation

DID Lancaster Downtown Investment District PDCVB PA Dutch Convention & Visitors Bureau

EDC Economic Development Company PPS Project for Public Spaces

EPA Environmental Protection Agency RFP Request for Proposals

F&M Franklin & Marshall College RRTA Red Rose Transit Authority

FHWA Federal Highway Administration SWOT Analysis Strengths, Weaknesses, Opportunities, and Threats FY Fiscal Year T&V Partners Towns & Villages Partners HACC Harrisburg Area Community College TDA/C’s Tourism Development Areas/Corridors HPI Historic Philadelphia, Incorporated TDD Transportation Development District HPT Historic Preservation Trust of Lancaster County TEA-21 Federal Transportation Equity Act for the 21st Century IMLS Institute of Museum and Library Services TIF Tax Increment Financing

KOZ Keystone Opportunity Zone TIFGP Tax Increment Financing Guarantee Program LCBC Lancaster County Board of Commissioners WTTC World Travel and Tourism Council

LCCCA Lancaster County Convention Center York CVB York Convention & Visitors Bureau Authority

LCCI Lancaster Chamber of Commerce & Industry

LCCTC Lancaster County Career & Technology Center

LCHRA Lancaster County Housing & Redevelopment Authority

LCPC Lancaster County Planning Commission

LCTDC Lancaster County Tourism Development Corporation

LERTA Local Economic Revitalization Tax Assistance Act

LYHR Lancaster-York Heritage Region

NEH National Endowment for the Humanities

101 Glossary of Terms: Rural Resource Based Tourism Areas - Large rural and/or Geo-tourism – Tourism that sustains or enhances the natural landscape areas, outside of designated Urban geographical character of a place—its environment, heritage, Growth Areas and identified as Agriculture, Preservation, or aesthetics, culture, and the well-being of its residents. Conservation in the Lancaster County Comprehensive Plan. These areas have the greatest potential for sustainable, low- Eco-tourism – Nature-based tourism that involves impact Agri-tourism and eco-tourism opportunities. education and interpretation of the natural environment Preservation of the natural, cultural and historic resources and is managed to be ecologically sustainable. of these areas are of the highest priority. Towns and Villages within these designated landscapes could serve as Agri-tourism – Agri-tourism is the act of visiting a working gateways for interpretation and provide limited visitor farm or any agricultural, horticultural or agri-business services and facilities. The types of attractions and services operation, such as wineries and farm markets/stands, for appropriate in this landscape includes B&Bs, Country Inns, the purpose of enjoyment, education or active involvement Farm Stays, Farm Markets, Wineries, Scenic Roads, in the activities of the farm or operation. Outfitters, Campgrounds, bicycle tours, etc. Heritage – Heritage is a legacy passed on from generation to generation. This legacy encompasses physical features and the cultural perspectives that define them. Elements of this inheritance are both tangible and intangible and are valued by or representative of a given culture or place. These elements include natural features, landscapes, historic and archeological sites, architecture, traditional arts, crafts, trades, and foods, dance and music, religion, festivals and events, food, folklore, and other social systems.

Cultural – Of or relating to the arts and manners that a group favors. Denoting or deriving from or distinctive of the ways of living built up by a group of people; influenced by ethnic and cultural ties. Of or relating to the shared knowledge and values of a society; cultural roots.

Urban Tourism – The business of providing services to tourists related to the location of a city.

Wayfinding Lighthouse – Another term for an attraction of regional significance (i.e. Lighthouse Attraction): A commercial or non-commercial attraction that provides definition to the region due to its noteworthiness and name recognition outside of the region. These attractions are typically the most visited and/or most culturally significant in the region.

Tourism Development Area/Corridor – Those areas that are within County-designated Urban or Village Growth Areas and are recognized as having a critical mass of attractions and services necessary for tourism development, or have the potential to become designated as Tourism Development Areas in the future with the appropriate level of support and financial resources.

102 Lancaster County Planning Commission 50 North Duke Street • P.O. Box 83480 • Lancaster, PA 17608 • (717)299-8333 www.co.lancaster.pa.us/planning

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