An Integrated Cultural Heritage and Cultural Tourism Strategy

An Overview

• Local and regional tourism marketing organizations such as Tourism Kingston (DMO), Kingston Accommodation Partners (DMF), The Great Waterway (RTO), Rideau Heritage Route, and others;

• Cultural content producers such as the St. Lawrence Parks Commission, Kingston

1,000 Islands Cruises, Kingston Trolley Tours and Downtown Kingston! BIA; • Community leaders within the cultural heritage sector such as the Municipal

Heritage Committee; Kingston Historical Society; Frontenac Heritage Foundation; Kingston Arts Council; Kingston Association of Museums, Art Galleries and Historic Sites; and the City of Kingston’s own Cultural Services department;

• Post-secondary schools such as Queen’s University, RMC and St. Lawrence College;

• Members of Kingston’s Urban Aboriginal groups and other local residents whose

stories, experiences, cultural heritage and perspectives can be celebrated through cultural heritage programming, which is both city facilitated and/or community-led.

Cultural Tourism Stakeholders in Kingston

Cultural Services as Connector

Cultural Services

Public Sector

City Hall

Residents

Cultural Sector

Tourism Partners

Private Sector

Artists Visitors Government

The Integrated Cultural Heritage and Cultural Tourism Strategy for Kingston is based on two key actions: 1. Improve the cultural experiences and products. By focusing on discovery and

experience, the Strategy suggests ways to identify the histories and stories that could and should be shared, to enhance the existing heritage asset base and to offer residents and visitors new and improved cultural experiences and products.

2. Make these cultural experiences and products market-ready. This means several things within the Kingston context:

• Improving the cultural heritage experiences and products in terms of subject

matter, content and delivery, and then developing those same experiences and products so they are more visitor-focused;

• Improving the quality of operations of the content providers; • Clustering the experiences and products to respond to market preferences

and needs; • Bundling the experiences and products as appropriate and marketing them

effectively.

Cultural Tourism Products

Urban Experiences

• Walking

• Shopping

• Exploring

• Eating

• People Watching

Learning Experiences • Museums

• Galleries

• Heritage Sites

• Walking Tours

• Festivals and Events

Adventure Experiences

• Hiking

• Cycling

• Sailing, Boating and Watersports

Quick Wins Partnerships and Capacity Building

Placemaking and Content Creation

Cultural Advantage

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Strategic Development and Change Management

Quick Wins

Programming Springer Market Square

Outdoor market, film screenings, concerts

Arts and Creativity in Public Spaces

Partnering to develop temporary interventions

Placemaking and Content Creation

Heritage Preservation

Balancing regulations and incentives

Creative Placemaking

“Placemaking for Cultural Vitality” Checklist

Partnerships and Capacity Building

City of Kingston Arts Fund/Heritage Fund

Invest in product development and capacity building

Kingston Trolley Tours

Multi-partner “hop on, hop off” experience

Cultural Advantage

Cultural Heritage Assets

Cultural Tourism Assets

Cultural Heritage Programming

Cultural Tourism Programs

Destination Branding Initiative

Destination Branding Initiative

Thank you!

Colin Wiginton

Cultural Director,

Cultural Services

City of Kingston

(613) 546-4291 ext. 1357

cwiginton@cityofkingston.ca

Julie Fossitt

Marketing Manager,

Cultural Services

City of Kingston

(613) 546-4291 ext. 1143

jfossitt@cityofkingston.ca

www.cityofkingston.ca