Focus on TourismAn Analysis of Tourism in the New Bedford AreaTom Gordon, Dan Horner, Kevin McCarthy, Lynnette Nolan, Ric Rheaume

Executive Summary The New Bedford Chamber of Commerce has requested a

comprehensive tourism analysis. This report details the region's current tourism standing and, As a result of the assessment and findings, provides

recommendations to improve local tourism. Understanding the geographic, cultural, historical, and

demographic profile of the New Bedford area is vital to developing a successful plan moving forward.

Research SummaryTwo Key Components: Research & Analysis

Research Included synthesizing information form literature, previous

studies, organization websites

Refer to Wiki page for sources and documentation

Analysis Extracted relevant data from MOTT study on the economic

impact of tourism in the state of Massachusetts, CY 2010.

Scope Summary The key findings category is broken up into two parts.

Tourism Paradigm: Whaling City Identity Calculating Impact

Because such an analysis requires substantial funding, the scope of this project is limited to defining successful starting points for such economic modeling. Recommendations focus on developing a future means to computing the economic impact of tourism in the New Bedford area.

Key FindingsTourism Paradigm: Whaling City Identity

Backgrounder Historically and today, fishing and manufacturing are two of

the largest industries in the area. But currently, the three largest single employers based in New

Bedford are Southcoast Hospitals Group, Titleist, and Joseph Abboud.

New Bedford is rich in history, but has seemed to have fallen short in the current competitive marketplace.

Despite it’s modernity, the city has the stigma of an “old mill” town.

Bringing in new investment has been difficult due to negative perceptions of the city.

Problem Statement New Bedford must reinvent itself through progressive

initiatives that will rejuvenate and motivate investment in the city.

Investments in reputation can positively correlate to increased tourism rates.

AnalysisStrengths, Weaknesses, Opportunities, and Threats

Strengths Popular area attractions: Buttonwood Zoo, Whaling Museum,

Ocean Museum, festivals, theater performances, harbor tours.

Fishing Industry National Park area Arts Centers and Private Art Studios Higher Education connections

Weaknesses Declining Business Investments Segregated Districts High Crime rate

Impact of the reality and perception of crime rate on tourism

Opportunities Transportation

Commuter Rail potential Airport access Ferries and water taxis

Lodging: Increasing visitor stays increases the amount of time tourists are

in the area

Threats Tightening of fishing regulations could be detrimental to area

industry Statewide budget deficit

Next StepsRecommendation and Follow-up Plan

Recommendations New Bedford has the ability to select from a variety of

alternatives in its effort to maximize on potential tourism dollars.

Recommendations such as the connection of districts within the city, and modifications will improve the lifestyle of the area.

New Bedford should consider ways to improve the city's reputation. Establish initiatives that will decrease crime and extenuate their

positive influences.

Recommendations Make New Bedford a destination, not a pass-through.

Capitalize on visitors passing through by making State Pier Terminal and Fisherman’s wharf accommodating.

Promote ferry travel and harbor tours. Utilize advertising space and lighted signage along I-195 and Route 18. Capitalize on airport traffic. Highlight appealing characteristics of New Bedford

and South Coast municipalities. Promote overnight and multi-day stays with better hotel options; tourism dollars

most impact the community when they stay in the community. Coordinate between airport and other travel options with lodging

During festivals or celebrations have similarly themed activities at locations such as the buttonwood zoo or museums.

Compile monthly events fliers that can be distributed to the ferries, airport, and other transit options. These periodicals can be posted online or in other media

Recommendations Better parking options in the city, including improved safety.

Pitch tourism generating programs to local officials. Use MOTT study, and potential for future analyses as evidence

and data that tourism is worth investing in.

Follow-up Plan Survey invested stakeholders (Chamber of Commerce Members) to get

a holistic perspective of how local business owners define their city in relation to tourism opportunities and benefits.

Enlist business owners to survey customers during peak travel season (summer)

Utilize stakeholder feedback to redefine the vision of the city. Maintain current - and cultivate more - connections between the city and

its environs, making New Bedford a focal point for business, education, and culture in Southeastern Massachusetts.

Analyze relevant and current data to determine the economic impact of tourism in New Bedford and surrounding municipalities (as determined by the client).

Key FindingsCalculating Impact

Calculating Impact To calculate the impact of tourism dollars in the community,

direct spending must be tracked. In order to track spending, The New Bedford Chamber of Commerce must define what constitutes as tourism. Do you consider festivals and events tourism events even if they

are mostly attended by locals?

Steps

Categorize spending as direct, indirect, or induced Direct includes:lodging, portions of retail (as calculated by Chamber's

definition of what constitutes tourism), attractions, cultural and festival events, ferry and port services Direct revenue can be tracked through surveying local business owners

Indirect include: the purchases and expenditures that tourism-related businesses (i.e. the establishments included in the direct spending category) spend on operations.

Induced includes: additional sales resulting from the induced spending (i.e. hotel employees spending money within the city).

Apply a tourism multiplier to the spending tally. The MOTT study uses a multiplier calculated for the entire state, while the

RIMS II model, if purchased, can create a multiplier down to the county level.

Recommendations for Follow-up Work with the Urban Initiative to "hire" a service-learning

group next semester to continue the analysis. Collecting revenue data from the businesses and industries

suggested about could be a semester's project in itself. Although costly, consider the option of consulting with REMI

to analyze economic impact of tourism dollars (REMI Company Website)

The U.S. Department of Commerce's Bureau of Economic Analysis has an input-output model which shows effects of demand on variables within a region. (RIMS II).

Conclusion With it's vibrant seaport and rich history, New Bedford is a

South Coast Tourist Destination. However, improvements can be made to enable New Bedford to further develop its role as a tourist destination.

In order to improve tourism - thus increasing economic activity in the Bristol and Plymouth communities served by the New Bedford Chamber of Commerce - specific goals and next steps should be targeted:

Goals & Targets Strive to improve area reputation.

Likewise, continue to focus on the areas that make the South Coast unique and attractive (waterfront location, small town/big city juxtaposition, etc...)

Increase awareness of area amenities and travel options. Appeal to local officials to invest in tourism (thus investing in the local

economy) using MOTT study as evidence of the impact of tourism dollars within a community.

Involve stakeholders in efforts to promote tourism and maximize the impact of tourism dollars - direct, indirect, and induced - spent in the area.

Maintain a relationship with the Urban Initiative to employ service-learning students who are able to offer fresh perspective and pick up where this project has left off.