OECD Culture and Local Development.pdf - PACA

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2. LOCAL DEVELOPMENT BASED ON ATTRACTING VISITORS AND TOURISTS are deprived of the funds that they would normally reap from visits to it. The secondary good in this case becomes the primary good, and drags the heritage site down with it. • The real tourists may also suffer from the exploitation of sightseers. The prices of their accommodations are sure to rise if sightseers continue to come only for entertainment purposes (nightclubs, dancing, sex shops, or casinos). We may find then that tourists stop spending at the site, or even abandon it altogether. • Local residents will also feel the effects of these higher prices and the tarnishing of their territory’s image. They may soon find themselves facing the following dilemma. If sightseers are a high proportion of visitors, residents must expect that the site’s reputation will slide further, and that speculation will drive up property prices, recognising that the continued flow of sightseers depends on entertainment facilities. If the proportion of sightseers is controlled in favour of tourists, residents are not necessarily better off. A high proportion of tourists will drive up both quality and prices to high levels 70 , and lead to the gentrification of the site. Site degradation or gentrification: these are the two horns of the dilemma involved in shifting the proportion between tourists and sightseers. Thus, perfectly rational behaviour can have fatal consequences. The better-known a heritage site is, the more sightseers it will attract in addition to the ranks of informed tourists, and the more exposed it will be to the denaturing or collapse of its quality. From this situation we may draw some pointers for the sustainable development of such sites: • Give priority to quality over quantity targets, recognising that spending per visitor is more important than the number of visitors. • Encourage cultural over amusement or recreational uses for the site, so as to attract serious tourists as opposed to casual sightseers. • Maintain some control over pricing mechanisms, which means controlling real estate prices and negotiating restraint agreements. Other approaches to measurement To overcome these difficulties, other tools have been proposed in recent years. The first approach seeks to make the multipliers more meaningful by using inputoutput tables and inter-industry trading data. This approach was used in a Welsh study, although it was more limited than the conventional input-output method (WERU & DCA, 1998). It identified six cultural industries: Performing Arts; Visual Arts; Crafts and CULTURE AND LOCAL DEVELOPMENT - ISBN 92-64-00990-6 - © OECD 2005 91
2. LOCAL DEVELOPMENT BASED ON ATTRACTING VISITORS AND TOURISTS Design; Media, Literature and Publishing; Libraries, Museums and Heritage; and General Cultural. It describes the significance of regular linkages between these cultural industries and the rest of the economy. It simulates the effect of changes in demand for a given cultural industry, and then the effects of economic growth on that same industry. The analysis has proven difficult to perform. In contrast, a second approach involves mapping the cultural industries for a specific territory (York Consulting, 1998). The approach looks at only one sector, but attempts to describe it as accurately as possible in order to anticipate its dynamics. Statistical data and field surveys are used to determine how services are organised and delivered and to identify sources of financing, cost structures, capital budgets, audiences and visitors, the use of volunteers, development plans, benefits and impacts, and the sector’s contribution to the formation of human capital and social capital, and to community development. A third method uses “Best Value Performance Indicators”, analogous to benchmarking. With this method, the focus shifts from inputs to outputs and even outcomes. It uses indicators as varied as the number of school groups visiting museums, the development and adoption of cultural strategies by local governments, or the number of people who visit a monument or museum once or several times. Yet another method is to compare different types of outcomes that cultural activities strive for (the “balanced scoreboard” approach). Three types of outcomes are considered, in terms of financing, user habits, and organisational capacity. 92 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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EXECUTIVE SUMMARY is the fact that
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EXECUTIVE SUMMARY A new agenda for
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INTRODUCTION Yet these attitudes gr
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INTRODUCTION a basis for developmen
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INTRODUCTION Defining cultural reso
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INTRODUCTION - the one where cultur
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1. USING A TERRITORY’S CULTURE TO
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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 1 consumption sales of each s
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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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ANNEX 2 Table 1. The identification
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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 98. The craftsman will retain
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NOTES 116. de Filgueiras Gomes M.A.
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