TOURISM STRATEGY and INTERPRETATION FRAMEWORK World Heritage Nomination

TOURISM STRATEGY and INTERPRETATION FRAMEWORK World Heritage Nomination Proposal for Grand Pré Community Meeting January 21, 2010

Community Meeting Tonight’s agenda: 7: 00 – 9: 00 q q q q q Introductions - our team World Heritage - history Background This Project Tourism Management Plan Tourism Development Framework Interpretation Options Community Input Legacy Options Your Feedback

Our Team Four companies with years of experience q q Hockin Cronin & Associates Inc. Broad Reach Strategies Ltd. Economic Growth Solutions Inc. Sperry. Design Incorporated

World Heritage – History The Purpose “… to bring those with a connection to Grand Pré together to celebrate and steward the Outstanding Universal Value that makes this place special and worthy of sharing with the world…to submit a proposal for the nomination of Grand Pré as a World Heritage Site to UNESCO ”

World Heritage – History Up to this point: q q 2004: Grand Pré is included on Canada’s Tentative List of World Heritage Sites 2007: Stakeholders and community members gather to discuss next steps 2008: Funding partners are solicited January – March 2009: Federal, provincial, and municipal governments announce funding and resources for the project

Proposed UNESCO Site

The World Heritage List q q All natural and cultural properties that the World Heritage Committee deem to be of outstanding universal value (OUV) to be protected for future generations to appreciate and enjoy. Currently there are 15 World Heritage designated sites in Canada

Background q q Nomination proposals driven by local communities committed to managing proposed property in a sustainable manner To protect outstanding universal value for future generations Work conducted over two years to complete the OUV statement for Grand Pré Intent is to secure funding and produce a management plan

OUV Statement of Outstanding Universal Value “Grand Pré is an enduring and inspirational cultural landscape, an outstanding example of a distinctive community-based approach to farming in 17 th and 18 thcentury North America and through its 20 th-century memorials an exceptional example of a place of tragedy that has become a symbol for all humanity of hope, perseverance and pride. ”

Background q q The Advisory Board is working toward completing and submitting a nomination dossier to the World Heritage Committee in February 2011 We have been asked to prepare a Tourism Strategy and Interpretation Framework for the World Heritage Nomination

What are these things? Tourism strategy and interpretation framework: q q Framework for tourism management and development & recommendations for marketing and product development An interpretation strategy for the area

This Project 1. 2. 3. 4. 5. 6. 7. Project start-up meeting Comprehensive site visits Literature review Key informant interviews Tourism management analysis Tourism development framework Interpretation framework

This Project 8. Legacy project options 9. Overall impact analysis 10. Public meeting - initial findings 11. Draft Report to steering committee 12. Prepare/submit Final Report 13. Public meeting - Final Report 14. Progress reports

Principles Guiding the Work Strategic tourism principles q q q Collaboration and partnerships Enhance existing resources and add incrementally Community commitment Stewardship of, & support for, the integrity of the OUV – an authentic, living, working, exceptional cultural landscape Exceed customer and UNESCO expectations Tourism sustainability – environmental, socioeconomic and economic/financial

Resource Profile Tourism and Heritage Resources q q q q Accommodation – number of properties available in the area: ~ 43 Heritage organizations: 23 Visitor information centres: 6 Vineyards/wineries: 6 Farm markets: 17 Farmer’s markets: 5 U-picks: 21 Golf Courses: 6

SWOT Strengths q q q q Authentic and storied area Active working area with focus: agriculture Traditionally high visitor awareness, primarily around Acadian story/dykes and apples Indications that productivity of the land is exemplary Community committed to heritage Tradition of collaboration in decision-making is centuries old Within 60 minutes drive of Halifax (airport/port) Mature and knowledgeable tourism industry

SWOT Weaknesses q q q Tourism industry neighbors competing for customer “air time” Limited information on First Nation/Planters’ stories of the area Some community resistance to tourism development/growth Declining visitation at NH Site Finite dollars available for tourism/ UNESCO development

SWOT Opportunities q q q UNESCO - sustainable & non-invasive tourism opportunities for businesses in Grand Pre and area Coordinate tourism around core theme of Dynamic Agriculture Development of a view plane for the dykelands A central information source for visitors for trip planning A “sense of arrival” to something special Legacy Project with benefits with or without designation

SWOT Threats q q q q Private land ownership could hamper tourism efforts Fear of tourism development pressure Confusing “historic areas” Conflicting economic agendas: tourism/ agriculture Sale of house adjacent to view plane area Changing visitors’ patterns/demographic – need staging area Cancellation of the CAT ferry from the US to SWNS

Tourism Management Plan

Tourism Management Plan Defines how visitors will move around the area q Within the area designated for World Heritage Status, what are the recommendations for Tourism Management that will build/offer/measure a quality visitor experience onsite?

Tourism Management Plan Describes the tourism management needs in the area Resources used in the assessment/analysis: q Draft Management Study q Economic Impact Study (Acadia) q Inventory of resources q SWOT assessment q Key informant interviews q Discussion with other World Heritage Sites in Nova Scotia

Tourism Management Plan UNESCO designation will result in increased visitation and visitor spending q visitation by non-resident visitors to Nova Scotia (anyone from outside Nova Scotia) will amount to 6. 2 % net increase in visitation per year Source: UNESCO Economic Impact, Acadia University 2009 This is a conservative estimate.

Tourism Management Plan The study does not factor into its estimates: Increased visitation by Nova Scotians for new experiences at the World Heritage Site q A 2006 study, In Province Travel by Nova Scotians, NS Tourism - Nova Scotians take 6. 5 million trips/yr in province, 30 percent overnight trips q 20 percent of 6. 5 million trips make Annapolis Valley their destination and 40 percent of those trips to the valley are for pleasure

Tourism Management Plan n increase in length of stay by resident or nonresident visitors stimulated by designation Increase in spending by residents or nonresident visitors stimulated by designation. The Joggins experience – visitation increased by 18 percent from 2008 to 2009. Initial year of designation & visitor spending onsite - double estimates

Tourism Management Plan UNESCO designation will attract motivated visitors q q The visitor who chooses to visit UNESCO World Heritage Site is the visitor currently being targeted by Nova Scotia Tourism, in its 2010 Tourism Plan, specifically identifies visiting WH Sites, Bay of Fundy, and culinary tourism - among features of Kings County - as travel motivators and marketing features of the province.

Tourism Management Plan UNESCO designation will result in prestigious, international awareness of Grand Pré & area and Kings County q q Places the area in an elite group recognized as “exceptional in the world” by the prestigious, international UNESCO Brand It is working for Joggins

Tourism Management Plan UNESCO designation will result in a menu of refreshed and enhanced tourism experiences q Experiences will leverage the UNESCO awareness and “harvest” tourism opportunities initially with season extension in mind

Tourism Management Plan UNESCO designation will result in opportunities to better manage & protect dykelands q q q Protect the land as agricultural Manage visitors on private land dykelands Manage visitors to public sites

Tourism Management Plan Harness the Opportunities! Effective and efficient Tourism Management includes a number of core elements: q q q Recognizing your tourism goals and objectives Understanding the visitor to the area Well developed and themed products and experiences Effective communication with stakeholders and visitors Relevant marketing and partnerships Project evaluation, measurement and adjustment as required

Tourism Management Plan

Tourism Development Framework What’s the difference between a plan and a framework? q q Plan – specific recommendations and implementation components Framework – general guidelines for many organizations working in collaboration

Tourism Development Framework Tourism development framework will include products, services, experiences, partnerships and marketing initiatives. The “region” is from the Town of Windsor and Kings County. q Question: What growth initiatives will maximize potential of World Heritage status for the tourism industry and community?

Tourism Development Framework Outstanding tourism development is characterized by: q q q A comprehensive customer focus Well-themed experiences which are authentic, emotional and memorable An experience “worth the trip”…that encourages another trip! A commitment to exceed customer expectations Communicated with relevant and motivating marketing

Tourism Development Framework The goal is to leverage benefits of World Heritage Designation in Grand Pré and area to encourage visitation throughout Kings County q q q Increasing visitors length of stay Offering opportunities to spend money throughout the region Extending the traditional seasons

Overall Impact Analysis Will include: q q Overall economic impacts Other positive social-cultural impacts Impacts of increased visitation Recommendations to mitigate negative impacts

Interpretation Options Interpretation framework: Our interpretive recommendations and concepts are intended to: q q q Complement the Tourism Management Plan and the Tourism Development Framework Complement existing interpretive messages and applicable sites Complement Parks Canada initiatives Minimize impact to the current way of life in Grand-Pré Be subject to all applicable local, municipal, provincial and federal jurisdictional by-laws

Interpretation Options Interpretation framework: The main overarching theme: “Grand Pré is a living cultural landscape - an agricultural story that is still being written; the Acadian story is woven throughout. ”

Interpretation Options Area 1: National Historic Site: unlimited access; the largest interpretive concentration Area 2: Horton Landing: smaller site with controlled access. Area 3: Dykelands: very controlled access.

Interpretation Options One recommendation is a look-off area at the upland portion of newly acquired land behind the Interpretive Centre. This are provides a iconic and panoramic view of the marshland, dykes, National Historic Site, etc.

Interpretation Options Overriding challenge to successfully balance welcome visitation and, at the same time, restrict access to private property. It is recommended that all applicable private roadways are designated with restricted access signage and if necessary, are gated.

Community Input so far Emerging themes from key informant interviews: q q q There is broad support among key stakeholders – community sees benefits Respect for private land is important There are currently three heritage designations in the area: Historic Rural District, Historic Hamlet of Grand Pré, Parks Canada National Historic Site Partners in the project include local residents Agriculture goes hand in hand with tourism

Community Input so far q q q This a working agricultural area – residents and agriculture have lived in harmony for 300 years – no conflict issues that often occur in other agricultural areas Natural history – important vistas, the beach, mud flats The collective will is to protect the farmland – not develop There must be designated areas for tourists Good signage is required

Community Input so far q q q There needs to be a comprehensive plan by the local groups so that they all support each other There is an opportunity for the local players, i. e. Kings RDA, Destination South West Nova, Municipality to connect and carry out this plan We need to promote the triad of World Heritage sites in Nova Scotia

Community Input so far q q There must be a place from which to direct tourists – tell them what there is to see and do There must be a place from which to view the dykelands The interpretation needs to be subtle and in keeping with rural Nova Scotia values There is now interpretation for parts of the story – it must be interpreted putting emphasis on the story of the landscape and how the people have interacted over time

Community Input so far q q If tourism numbers increase, they will use local services/products The legacy project is for the community

Legacy Options Criteria filter for legacy project options Filter 1: Appropriate (to heritage and site) • Project’s contribution to the principles of the Statement of Outstanding Universal Value • Project makes a long-term contribution to describing the ongoing story of this cultural/agricultural landscape with or without WH designation • Project “honours” the community of Grand Pré and Area for its commitment to collaborating toward World Heritage Designation Filter 2: Appropriate (to future development) • Project supports the strategic objectives outlined in the Tourism Management Plan/Interpretative Framework/Tourism Development Plan for Grand Pré as a World Heritage Site

Legacy Options Criteria filter for legacy project options Filter 3: Financial feasibility • Project is achievable within the prescribed budget ($20, 000) Filter 4: Logistical feasibility • Land/resources/partners are available to achieve the project Filter 5: Sustainable • Project can be maintained/sustained over time.

Legacy Options $20, 000 fund in place 1. Panoramic viewing deck q q Above the corn field on Old Post Road – recently purchased by Parks Canada Walk up from National Historic Site Incorporate Declaration of Shared Legacy - a plaque or declaration panel to commemorate community’s commitment to shared stewardship Built to last but reflect some of the traditional building methods

Legacy Options q q q Give the community something tangible – with or without designation Could be done in stages/phases, may start out as a raised path or simple platform and evolve into a shelter area with seating, interpretation panels, binocular look-off stations, etc. This idea may qualify for additional funding under the provincial product development program

Legacy Options 2. Kiosk or tour centre q A starting point for group tours, a staging area, where you park your car, go on a walking tour, horse and cart ride q Possibly at the old NHS site q Could be a tent in the early stages q Basis healthy concessions

Legacy Options 3. Shared Legacy Spirit Award q Given to a person, business or organization that has contributed – one a year q Well within budget q Keeps the legacy alive and reinforces it over time q A “thank you” to the community

Legacy Options 4. Picnic area q Upgraded landscaping, gazebo, etc. to the left of the NHS centre entrance or in the kiosk/station area 5. Lighting project q Areas lit up at night, i. e. NHS and Horton Landing 6. Commemorative poster/cards series q Could be initiated as separate project with revenue potential

Legacy Options 7. Sound and lights evening show q q Light up dyke area - for one week each year. Partner with Mermaid Theatre – a Grand-Pré Cirque du Soleil - drums etc 8. Children’s book about Grand Pre q q Traces the stories of Acadian child, Planter child, Mi’kmaq child - translated into 3 languages. Revenue potential

Legacy Options 9. Public beach access q All beach access to view tides is privately own q Purchase piece of land for public access q Meaningful to the community 10. Walking trail q Throughout the site on traditional roads