OECD Culture and Local Development.pdf - PACA

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2. LOCAL DEVELOPMENT BASED ON ATTRACTING VISITORS AND TOURISTS they participate in the works, and at the end of the normal three-year term of the “school workshop” they can move on to work with other firms, or in other sectors of the economy, starting with public works, where they can put their acquired skills to good use. The school-workshop system accomplishes three objectives: heritage restoration; creation, upgrading and transmission of skills and know-how; and a higher quality of output in all economic sectors through the spread of such knowhow. A number of civil and religious buildings in Castile and Andalusia have been renovated in this way, thereby preserving highly useful trades such as wood sculpture, ceramic tiling, restorative carpentry, skills that would have disappeared without these projects, and that can be used in future conservation work. An even more original example is to be found in the Canary Islands. Tourism has exacted a heavy toll on heritage and on the environment both along the coast and in the interior of Grand Canary: advertising billboards are everywhere, handicrafts have been internationalised, buildings sprout up everywhere in complete disregard of existing structures and vernacular architecture. Since there was no question of trying to do without the great inflow of tourists to the island, the strategy selected was to supplement the dominant form of tourism with an alternative approach to tourism, based on heritage appreciation. This has involved redeveloping a number of villages, rehabilitating heritage buildings, and protecting exceptional flora. Specialised school workshops were set up to rehabilitate urban or rural properties that had ethnographic or architectural value, such as stone roads, walls, hedges, traditional barns, and the handicraft potential was renewed. Interest in the school workshops has not disappeared with the achievement of these initial objectives, and already a series of traditional crafts have been revived, offering high-quality services in trades as varied as construction, gardening, pottery and lace-making, where nearly 400 jobs or skills have been created These programmes, often socially funded, are criticised because they are costly and because their beneficiaries do not always set up their own businesses, and may not even be able to find a job. Yet costs and outcomes are hardly different here from what they are in other fields, as the OECD evaluation showed 45 . In fact, the impact can be measured in terms of better heritage conservation, with the expected positive economic and social spin-offs in terms of employment (after one year, 75% of students found a job, 55% of them in the specialty for which they were trained), and in terms of the enhanced quality of human resources 46 . - The combination of all these effects suggests that the conservation and upgrading of heritage buildings is a major economic activity. To demonstrate this, we return to the analysis undertaken in France by the Ministry of Culture (Greffe and Pflieger, 2003). CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005 65
2. LOCAL DEVELOPMENT BASED ON ATTRACTING VISITORS AND TOURISTS - A priori, the cultural services and employment generated by monuments and museums relate both to their maintenance and their use. The people employed by a monument will be those who work there regularly to maintain it, to handle visitors, and to run the expected visitor services such as the souvenir shop or the cafeteria. These jobs can safely be lumped under “heritage employment”, except that care must be taken when converting seasonal jobs such as tour guides into full-time employment. On the other hand, there are several possible estimation methods, and we have used two of them in this paper: a direct survey, which is still the most frequent method for public sites, and an estimate using production functions. In fact, many small monuments, often privately owned, hire temporary help where the turnover rate is high. We therefore estimated the number of jobs for each cohort of 25,000 visitors on the basis of a detailed sample, and then extrapolated the results to all heritage sites (see Table 2.4 ). - The second stage looked at conservation and restoration works on these monuments or museums that employ skilled labour provided by public works firms or artisans. The main difficulty here is that many firms, and in particular many artisans, may be working simultaneously or successively on non-heritage monuments or buildings, and so we must impute the appropriate portion of these activities in order to estimate this employment volume correctly. Depending on the pace of orders and payments, some certified firms will take on non-heritage contracts, which means that not all their employment can be considered as indirect heritage employment 47 . - The third stage is to estimate tourism employment related to cultural jobs, and then the further employment induced by all these jobs. The approach taken was first to determine the amount of tourist spending and convert this spending into full-time job equivalents, and this was done using the statistical system for the tourism accounts. The problem is to decide what use to make of the multiplier that is often proposed for analysing spin-offs. In this case, we applied a multiplier estimated from French data (Greffe, 2000) to foreign tourists only. In effect, we assumed that domestic tourists merely make trade-offs as to how they will spend their money, and that it will in any case remain within the country, and so, while they will have a positive multiplier effect in one place and on one use, this will be offset by a negative multiplier effect in another place and on another use. - Table 2.4 summarises the three stages of this approach. The intent is to show that the heritage employment base (43,880) generates much greater employment. The importance of this finding must be tempered by two elements: many public subsidies are involved, particularly in supporting indirect employment through 66 CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005
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Culture and Local Development
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ORGANISATION FOR ECONOMIC CO-OPERAT
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Table of Contents Executive Summary
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EXECUTIVE SUMMARY the operation of
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EXECUTIVE SUMMARY new projects; and
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CONCLUSION - DESIGNING LOCAL PUBLIC
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BIBLIOGRAPHY Bretton, H., (2000), C
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BIBLIOGRAPHY Frey B. & W.W. Pommere
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BIBLIOGRAPHY Karachalis N.,E. Kyria
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BIBLIOGRAPHY Myerscough, J. (1988),
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BIBLIOGRAPHY .Raffin, F., (1999),
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BIBLIOGRAPHY Walker et al, (2000) P
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ANNEX 1 This distinction between sh
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Annex 2 CHAPTER 3: PROMOTING LOCAL
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ANNEX 2 The second measure is given
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NOTES 16. V. Ponthieux S. (2003), p
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NOTES 44. www.ntcicfunds.com 45. id
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NOTES 69. Caserta S., & A.P. Russo
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NOTES 116. de Filgueiras Gomes M.A.
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