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London Heritage Sector Study
Case Study
Purpose of the Study
In the spring of 2000 TCI management consultants assisted
the City of London and its surrounding region to review the contribution of the
area by its heritage sector to the vitality of the city. Specifically, the
objectives of the study were as follows:
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To undertake an economic, social, and cultural impact
study analysing the City's heritage sector;
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To develop a business plan for the heritage sector, in order to
optimize efficiencies and the delivery of services;
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To initiate a shared marketing and branding plan for the
heritage sector; and
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To
ensure that the heritage sector's goals for the preservation and restoration
of downtown sites is coordinated with plans and funding for the Main Street
program as it is identified in the Downtown Millennium Plan.
This process was managed by a Heritage Sector Steering
Committee (HSSC), comprised of representatives of key heritage organizations and
institutions in the City and Region.
Background
Heritage resources have been maintained through the
committed efforts of many volunteers, diverse non-profit organizations, and paid
staff across more than 20 organizations in the community. Unlike some other
communities, these various museums, archives, architectural and natural history
organizations have operated more-or-less independent of one another. While there
has been some communication between some of the institutions, there never has
been joint planning or programming across the sector.
In the latter part of 1999 and the early part of 2000, the
Municipal Council of the City of London asked the heritage sector to create a
visible, well-funded and more influential heritage program within the City.
While many organizations have a good handle on the target communities and
audiences they serve, for others it is less well defined. In addition, all have
different levels of funding resources and governance regimes. Collectively, the
sector has never had a good understanding of its existing and potential impact
on the region. For these reasons, the sector, with the assistance of the City of
London, is seeking new ways to look at its impact and establish new ways of
working together. Accordingly, a multi-stage process involving organizational
development, strategic partnering, and long-term community tourism planning was
initiated.
Study outputs
TCI developed a strategy and implementation plan for the
sector. The project developed a number of key outputs, including:
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An understanding of the community's current levels of awareness
and attitudes to heritage issues and attractions
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A benchmarking review of other communities that are pursuing
regional heritage initiatives that identified best practices
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A social, cultural and economic impact assessment of the value
of the heritage sector to the community
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Development of a web site
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Identification of future options and directions for the sector
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Development of a strategic business plan for the sector,
containing:
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A rational funding mechanism for City-supported heritage
resources and attractions
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An organization strategy for the sector
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A marketing strategy, with a heritage branding component and a
communications plan
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An implementation plan, including a monitoring and evaluation
component and accountability measures
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