Rock Hall Museum Board Package for February 24, 2021 by robinwk

Town of Rock Hall Rock Hall Museum Meeting VIRTUAL Agenda – Wednesday, February 23, 2021 7PM Please join my meeting from your computer, tablet or smartphone. https://global.gotomeeting.com/join/115776029 You can also dial in using your phone. United States: +1 (646) 749-3122 Access Code: 115-776-029 New to GoToMeeting? Get the app now and be ready when your first meeting starts: https://global.gotomeeting.com/install/115776029 •

Call to Order

•

Review and Approval of Agenda

•

Welcome and Comments by Mayor Dawn Jacobs and Steering Committee

•

Orientation and History Summary of Rock Hall Museum(s) History with Attachments Mr. and Mrs. Robert Johnson Collection Waterman’s Museum Captain Merrickton Carter Fishing Shanty Tolchester Revisited Nike Base School Collection Carver and Decoy Collections Boat Collections Rock Hall Marine Restoration & Heritage Center Economic Impact Study Assembled By Stories of the Chesapeake

•

Organization Charter Bylaws Officers Conflict of Interest Sample for Stories of the Chesapeake Member Terms of Office

•

New Business

Strategy Consultant Grants •

Adjournment

Summary of Rock Hall Museum(s) History Rock Hall, Maryland celebrated it’s 250th commemoration in 1957. Mr. and Mrs. Robert Johnson of Rock Hall were members of the Rock Hall Commemoration, Inc. that produced the very successful community historical observance. The Rock Hall Historical Collection was composed with Mr. Johnson as the editor and publisher for the commemoration. The Johnsons were Rock Hall residents, educators, historians, authors, native and local artifact collectors. As the 200th anniversary of the adoption of the Declaration of Independence approached, the American Revolution Bicentennial Committee of Rock Hall was formed in 1975 to feature the areas significance and involvement. The Johnsons would play a large role in the 1976 Rock Hall Bicentennial events. They published a book, Gravesend-Serene But Still Profound, and assembled their private collection, exhibits and artifacts for display at the Rock Hall Town Hall and Municipal Building. Soon others would loan and donate local historical items to then-privately owned collection and display. This effort was well received, popular and growing. The Town of Rock Hall provided a permanent space for the Johnsons and their team of volunteers. Notations and records indicate that Mrs. Johnson was instrumental in salvaging Captain Carter’s Fishing Ark that is currently on Route 20. These records state that in 1990 the relic was presented to the Town of Rock Hall. In April of 1993 it was dedicated to the memory of Mr. Stanley Vansant. In 1990 Mr. Bill Brawner and other individuals gathered to develop plans for the Waterman’s Museum on Route 20. Members of the Haven Harbour staff and the community assisted Mr. Brawner with the project. After Mr. Johnson passed, Mrs. Johnson and her dedicated group of volunteers quickly outgrew the original display area. In 2001, Mrs. Johnson donated the collection and museum to the Town of Rock Hall. A 13 member board for Rock Hall Musuem (RHM) was appointed with local residents Bill Danneberg as chairman and Larry McDaniels as vice chairman. The Town of Rock Hall funded and coordinated the renovation of museum space at the municipal building. Local donors and community organizations made the new display areas and custom lighting possible. Mr, Bill Betts, curator of the Tolchester Revisited Museum (TRM), was a board member. TRM was operated out of Oyster Court. In 2012, Mr. Betts donated the assets of TRM to the Town of Rock Hall.

CAPTAIN CARTER'S FISHING SHANTY (Stanley B. Vansant Memorial) Rock Hall Avenue and North Main Street Rock Hall Kent County Maryland

HAER MD-186 HAER MD-186

PHOTOGRAPHS WRITTEN HISTORICAL AND DESCRIPTIVE DATA

HISTORIC AMERICAN ENGINEERING RECORD National Park Service U.S. Department of the Interior 1849 C Street NW Washington, DC 20240-0001

HISTORIC AMERICAN ENGINEERING RECORD CAPTAIN CARTER’S FISHING SHANTY (Stanley B. Vansant Memorial) HAER No. MD-186 Location:

Rock Hall Avenue and North Main Street, Rock Hall, Kent County, Maryland. Captain Carter’s Fishing Shanty has been permanently set at this intersection, along with a statue of Captain Carter and plaque. The Shanty is located at latitude: 39.138689, longitude: -76.234791. This point was taken from the center point of the structure and was obtained 19 November 2016, using Google Earth (WGS84). There is no restriction on its release to the public.

Significance: Captain Carter’s Fishing Shanty is significant as a rare surviving example of the “shanties” or “arks” built by Chesapeake Bay waterman during the early twentieth century as a means of extending the period at which they could remain on the water. Usually built by the watermen themselves, simple structures such as this one provided shelter for overnight and even months-long stays during various fishing seasons. Captain Carter’s Fishing Shanty was restored by well-known Eastern Shore Boatwright Stanley F. Vansant in 1988 and presented to the town of Rock Hall in 1990. Description:

Captain Carter’s Fishing Shanty is comprised of a rectangular wood frame structure set on a flat skiff-like floating platform. The roof appears as a barrel vault formed by a straight rafter beams that are curved along the top edge. The sides are of narrow, beaded, tongue-and-groove wood boards to create a smooth surface. There is an entry to the center of one long side of the vessel, with a small six-light casement window on the opposing side and in one end. The widow at one end appears to have replaced a former entry, with infill siding placed beneath it. There is a similar patched doorway entry at the opposing end. The current doorway is slightly recessed and there is a simple wood door with a glass light in the upper portion.

History:

Shanties or fishing arks, as they were commonly referred to, served as temporary housing for watermen and were used on the Chesapeake Bay from about the 1880s through the 1930s. Purely utilitarian in nature, they were generally built by waterman themselves using inexpensive materials and were of varying specifications. They were built to provide rudimentary living accommodations and shelter from inclement weather. The moniker “ark” is a reference to Noah’s biblical lifesaving vessel. Waterman in the Chesapeake are often called upon to venture far from shore, and in the days before the common advent of motorized vessels, this required an overnight stay. With a shanty, they could remain in a productive fishing area for the duration of a fish-run or season. Shanty boats were towed to a location and then anchored or moored in the water. Some shanty boats were used for recreation.1

Legend has it that some on the Potomac River were even said to have been used as brothels.

CAPTAIN CARTER’S FISHING SHANTY HAER No. MD-186 (page 2) Dozens, if not hundreds, of similar shanties were built along the Eastern Shore.2 As boat motors became more powerful and efficient, enabling waterman to more easily return to shore, the shanties were no longer needed. Many were adapted for use as sheds or even as appendages to waterfront cottages, but most have fallen victim to decay. A few, such as Captain Carter’s, have been restored. The restoration of Captain Carter's Fishing Shanty was made possible by later owners of Carter’s property, Kate Johnson and John Timlin, after local historian Audrey Johnson made them aware of its significant. The restoration began in 1988 by well-known Eastern Shore waterman and boatwright Stanley F. Vansant. It was presented to the town in 1990. The shanty was dedicated to Vansant and placed at this busy intersection along with a wood statue of him, in 1993. Sources:

Schroath, Jody Argo. “Tales of the Lost Ark,” Chesapeake Bay Magazine, accessed 19 November 2016, http://www.chesapeakeboating.net/Media/FeatureStories/Tales-of-the-Lost-Ark.aspx. “Stanley B. Vansant Memorial,” HMd.org, the Historical Marker Database, accessed 19 November 2016, http://www.hmdb.org/marker.asp?marker=3073.

Historian(s): Catherine C. Lavoie, Historic American Buildings Survey, 2016

Among the first recorded Chesapeake fishing arks is one built by Captain Johnny Dickerson around the turn of the twentieth century. Built from a simple scow, it measured 12’ by 8’ on top of which was attached a one-room, fivefoot-tall, weatherboard “shanty” with two feet remaining at one end to form an entry platform. It contained two bunks, a stove, and cabinets with a drop-leaf table under each of the two side windows. Jody Argo Schroath. “Tales of the Lost Ark,” Chesapeake Bay Magazine, 19 November 2016.

Maryland Heritage Areas Program

Makes an Impact Across all Reaches of the State Economic Contribution Analysis December 2020

TABLE OF CONTENTS INTRODUCTION

ABOUT THE STUDY

HERITAGE AREAS PROGRAM CONTRIBUTES

CREATING & SUSTAINING JOBS

GENERATING LOCAL & STATE TAX REVENUES

APPENDIX A: TERMS & DEFINITIONS

APPENDIX B: DATA & METHODS

APPENDIX C: FAQS

Maryland Heritage Areas Program

2019 Impact

2.4 BILLION annual economic impact $

319.8 MILLION

annual total state and local tax impact

33,815 jobs supported

20,667,176 Heritage Area Visitors

and sustained

23 counties and

Baltimore City 1996 Maryland Heritage Areas Program began led by Maryland Heritage Areas Authority

4,177 square miles of

Heritage Areas — Maryland has an area of 12,407 square miles

13 certified

Heritage Areas

9 participating

state agencies

Since 1996, nearly $43 million in financial assistance awarded and more than $1.6 billion in non-state funds for heritage tourism projects and activities leveraged. *All impact numbers represented reflect FY19

Maryland Heritage Areas Program Maryland has 13 certified Heritage Areas, covering a portion of every county in the state and the City of Baltimore. Created in 1996, the Heritage Areas Program is one of the primary tools used to encourage heritage tourism to Maryland. In Heritage Areas, individuals, businesses, nonprofits and governments form partnerships to preserve the best of Maryland’s historic sites and towns, unspoiled natural landscapes and enduring traditions. Maryland’s Heritage Areas are locally designated and state-certified regions where public and private partners make commitments to preserving historical, cultural and natural resources for sustainable economic development through heritage tourism. At the local level, Heritage Areas focus community attention on often under-appreciated aspects of history, living culture and distinctive natural areas, thus fostering a stronger sense of pride in the places where Marylanders live and work.

Socially distanced hiking along the Grist Mill Trail in Patapsco Valley State Park. Credit: Photo by DJ Scheckelhoff and courtesy of Patapsco Heritage Greenway

Introduction Heritage Areas exist where the stories of the people, the land and the waters of Maryland, which have been intertwined for thousands of years, are told.

Maryland’s history, culture and landscapes are assets unique to the state, drawing heritage visitors year after year. Each of Maryland’s 13 Certified Heritage Areas are defined by the preservation of irreplicable sites and the amplification of the voices capturing the stories and spirit of the past. Across Maryland, these distinctive areas help establish the identity of a place or region, creating a unique destination different from all other areas. Heritage Areas are locally operated entities that foster public–private partnership to preserve historic sites and buildings, natural environments, cultural traditions and uniquely Maryland experiences.

Historic Sotterley children’s program Photo courtesy of Historic Sotterley

Introduction One visit to a Maryland Heritage Area will reveal the relevance of the area through distinctive branding and a well-organized approach to experiencing each site. From major tourist attractions like Baltimore’s Ft. McHenry, to small-scale museums nestled along the byways of the Eastern Shore like the Julia A. Purnell Museum in Snow Hill, the destinations packaged inside each Maryland Heritage Area rely on and hold in high regard their local heritage. The concept of heritage tourism can be difficult to capture for those who are not regularly engaged in the promotion or administration of it. Simply stated, it is visitor experiences centered around the culture, history and geography that make a place unique. Heritage tourism celebrates Maryland’s landscapes, history and culture by showcasing the state’s one-of-a-kind assets. Museums, trails, waterways, festivals, parks and historic sites are a defining part of every county in Maryland. The organization and support of Maryland Heritage Areas helps to sustain historic and cultural treasures that might otherwise be consumed by the pace and price required to compete with a 21st-century society. Encouraging residents and visitors to embrace these living pages of the American story helps define Maryland as a place that respects the past, engages in its preservation, encourages the stewardship of living traditions and understands the economic contribution possible through heritage tourism.

On a warm, late summer's day, everyone takes a break from hiking, biking and shopping to enjoy the fountain at Canal Place in the Passages of the Western Potomac Heritage Area. Photo Credit: Dave Romero

Introduction

“

“When the Maryland Heritage Areas Program was conceived, the instigators hoped that it would result in a more meaningful understanding and interpretation of the heritage and culture of Maryland's diverse regions, increased compatible economic development (particularly heritage tourism), and greater collaboration among private stakeholders and local and state governments. As one who was there at creation, I can authoritatively state that the mature Heritage Areas Program has exceeded expectations.” - J. Rodney Little, Former Director and State Historic Preservation Officer, Maryland Historical Trust

“

Photo courtesy of Mountain Maryland Gateway to the West Heritage Area

DEFINITION OF HERITAGE TOURISM “Traveling to experience the places, artifacts, and activities that authentically represent the stories and people of the past and present. It includes cultural, historic and natural resources” National Trust for Historic Preservation, 2008.

State-Level Funding for Maryland Heritage Areas Authority

Management Grants to Maryland's 13 Heritage Areas

Leveraged Cash and In-Kind Match

Marketing Grants to Heritage Areas

Leveraged Cash and In-Kind Match

Project Grants and Mini-Grant Funds to Heritage Area Related Sites and Partners

Leveraged Cash and In-Kind Match

Introduction Maryland’s Heritage Areas Program recognizes the value of each area’s unique heritage resources, and through state, government, and private-sector partnerships, strives to preserve and enhance the resources that make the area attractive to visitors. Cultivating stakeholder connections are part of the program’s secret sauce. Through local grants and the leveraging of those grants, each area is playing a capacitybuilding role by connecting sites to resources and to expertise at other sites. The program fosters partnerships and prioritizes promotion to enhance local sites and markets each area effectively by defining what visitors can expect when they are traveling in or to an area. On any given day or weekend regardless of the season, throughout Maryland, heritage tourism is happening. From the Autumn Glory Festival, the Captain Avery Oyster Festival, Maryland Days, Antietam Battlefield living history programs, the Kunte Kinte Festival, train rides on the Frostburg Flyer, walks down the beaches of Assateague, and the Poe Fest — to name a few — people from all over the state, country and world are coming to Maryland to learn about and enjoy one-of-a-kind experiences and celebrations throughout the state. The Maryland Heritage Areas Authority (MHAA) grants administered through the Maryland Historical Trust are evidence of the strategic approach to locally investing in Heritage Areas, and it makes sense. The Douglas G. Bast Museum of History and Preservation was granted $17,264 to complete work on their historic building, which will become a new heritage tourism resource in Boonsboro, MD to make the area more attractive to visitors. The grant to Washington College for the Chesapeake Heartland African American Humanities Truck will create a traveling resource center to help collect and disseminate the African American history of the Eastern Shore. These grants are two examples of how funding is enhancing heritage tourism throughout the state. Each Maryland Heritage Area’s strategic investments of public dollars to create tourism-related products sparks matching private investment and motivates local leadership to invest in these one-of-a-kind resources. The Maryland Heritage Areas Authority’s stewardship of sustainable funding of heritage tourism helps strengthen communities, improves the state’s quality of life and helps generate economic energy. Collectively, the power of that Heritage Area network of organizations, resources and the stories behind them is more powerful than any one individual or any subset of them.

ABOUT MHAA The Maryland Heritage Areas Authority (MHAA) is an independent unit within the Executive branch of state government and is administered by the Maryland Historical Trust, an agency of the Maryland Department of Planning. Funding which is currently $6 million annually comes out of Program Open Space funds. In 2019, approximately $5.1 million was allocated in grants.

Introduction Passages of the Western Potomac

Lower Susquehanna

Baltimore National

Heritage Area Square Miles

1.67

73.23

25.45

Certification Year*

1996

2000

2001

Total Heritage Area Tourists in 2019

159,080

942,300

3,850,000

Key Counties/City

Allegany County

Harford County Cecil County

Baltimore City

Total Population (estimated)

70,975

356,782

602,495

Four Rivers

Maryland Milestones

Heart of Chesapeake Country

Heritage Area Square Miles

86.45

100.70

732.14

Certification Year*

2001

2002

Total Heritage Area Tourists in 2019

2,074,436

614,088

325,380

Key Counties/City

Anne Arundel County

Prince George’s County

Dorchester County

Total Population (estimated)

576,031

909,308

31,998

* Becoming a Maryland Heritage Area is a two-step process — certification is the second and final step.

Introduction Beach to Bay

Heritage Montgomery

Destination Southern

Heritage Area Square Miles

341.01

262.60

397.76

Certification Year*

2003

2004

Total Heritage Area Tourists in 2019

1,755,006

3,193,023

1,578,287

Key Counties/City

Maryland

Key Counties/City

Somerset County Worcester County Wicomico County

Montgomery County

Total Population (estimated)

Calvert County Charles County St. Mary’s County

180,693

1,052,570

Total Population (estimated)

366,170

Stories of the Chesapeake

Heart of the Civil War

Mountain Maryland Gateway to the West

Patapsco Valley

Heritage Area Square Miles

1,201.57

732.06

185.54

37.15

Certification Year*

2005

2006

2011

2015

Total Heritage Area Tourists in 2019

824,800

3,816,250

781,152

753,374

Key Counties/City

Caroline County Kent County Queen Anne’s County Talbot County

Carroll County Frederick County Washington County

Garrett County

Baltimore County Howard County

Total Population (estimated)

366,170

575,003

29,163

1,151,627

* Becoming a Maryland Heritage Area is a two-step process — certification is the second and final step.

“

About the Study

"Anacostia Trails Heritage Area keeps the community inspired and engaged with experiences that truly give Marylanders a reason to have pride of place values"

“

-- Jessica Smith Hebron Prince George’s African American Museum & Cultural Center

In June 2019, MHAA engaged Parker Philips Inc. to measure the economic and societal contribution of Maryland’s 13 Heritage Areas,

MARYLAND HERITAGE AREAS STUDY PROFILE

and their visitors, across the state. The goal of this analysis is to provide a complete assessment of the total economic, employment, and state and local tax impact of Maryland’s Heritage Areas and

Data Source: Maryland Heritage Area Authority, Individual Heritage Areas, Heritage Tourist Survey Data

related heritage tourism. Beyond the economics, the goal of the project is to tell the story of Maryland’s Heritage Areas and their cultural impact. Each individual Heritage Area represents a facet of Maryland’s one-of-a-kind story.

Geography: Maryland

Study Type: Economic Contribution Analysis Study Year: 2019 Methodology: IMPLAN

The primary tool used in the performance of this study is the I-O model and dataset developed by IMPLAN Group LLC. Primary financial data used in this study was obtained from MHAA and individual Heritage Areas and included the following data points: operational expenditures, grants and leveraged grant dollars for 2019. Primary data collected from 2,612 surveys was used to calculate spending by visitors (local day, non-local day and overnight). Surveys were collected throughout the Heritage Areas and online. In addition, 55 interviews were conducted with key stakeholders at the Heritage Area level to capture the unique voice and story of Maryland’s Heritage Areas. Additional information on the methodology and assumptions used to complete this study can be found in Appendix B.

Key Stakeholder Interview Top 3 Findings 1.

Maryland Heritage Areas drive heritage tourism and build capacity at the local and state level.

Strong partnerships and relationships exist between Heritage Area Program directors and the key community stakeholders

Increased state funding of the Heritage Areas Program expands the operating capacity and impact of heritage tourism at the local and state level.

About the Study

Heritage tourism has a variety of economic impacts. Heritage tourists contribute to sales, profits, jobs, tax revenues and income throughout the Maryland economy. The most direct effects occur within the primary tourism sectors such as lodging, restaurants, transportation, amusements and retail. Through secondary effects, tourism affects most sectors of the economy. This economic impact analysis of heritage tourism activity focuses on changes in sales, income and employment in a region resulting from heritage tourism. The impact presented in this analysis is broken down into three categories: direct impact, indirect impact and induced impact. The indirect and induced impacts are commonly referred to as the “multiplier effect.”

Direct effects are the changes in economic activity during the first round of spending. For Maryland heritage tourism this involves the impacts on the tourism industries (businesses selling directly to tourists) themselves.

Indirect effects are the changes in sales, income or employment within the region in backward- linked industries supplying goods and services to heritage tourism- related businesses. For example, the increased sales in restaurant supply firms resulting from more food and beverage sales is an indirect effect of visitor spending.

Induced effects are the increased sales within the region from household spending of the income earned in heritage tourism and supporting industries. Employees in heritage tourism and supporting industries spend the income they earn from tourism on housing, utilities, groceries and other consumer goods and services. This generates sales, income and employment throughout Maryland’s economy.

Photo Contribution:“Dawn Peloton” by Geoffrey Baker

Draft: Not for Public Distribution

Heritage tourism is a branch of tourism focused on the cultural heritage of the location where tourism is occurring. It showcases the uniqueness of place, and by its nature is a one-of-a-kind experience.

“Heritage tourism is the best of both worlds for Maryland; it is a business which cherishes the very things that make the state a great place to live and work, while bringing into the state the dollars of people who come from elsewhere to share those experiences. The jobs created in heritage tourism can never be outsourced to any other region; they are a return on investment that will always be uniquely local and our own. Heritage Area benefits allow nonprofits and local jurisdictions to enhance and preserve the heritage product, giving travelers reasons to extend their stays, return often and recommend the Maryland Heritage Areas to friends.” Source: Maryland Heritage Areas, “What is a Heritage Area”

“Collectively, the power of the Four Rivers Heritage Area network of organizations in protecting the resources and the stories behind them is way more powerful than of any one individual site or any subset of them.”

– Anson “Tuck” Hines Director of the Smithsonian Environmental Research Center

Family enjoys the exhibits in the Maryland State House. Photo courtesy of Visit Annapolis and Anne Arundel County.

“

About the Study

Maryland Heritage Areas Program Contributes to the State and Local Economy Maryland’s Heritage Areas Program contributes to the local and statewide economies through expenditures on operations, capital projects and wages, and the spending of heritage tourists to sites and events throughout the state of Maryland. The direct, day-to-day expenditures of Maryland’s Heritage Areas, combined with heritage tourism spending, cause a ripple effect throughout the statewide economy. The economic impact of Maryland’s Heritage Areas and heritage tourism in the state of Maryland totaled $2.4 billion in FY 19. This contribution to the local and statewide economies is a point-in-time snapshot depicting how the expenditures of Maryland’s Heritage Areas and heritage tourism make an impact. The impact can increase or decrease depending on state funding and number of heritage tourists.2 In response to the global pandemic, MHAA quickly awarded emergency COVID-19 funds, extended deadlines and allowed current grantees to convert their grants to be used for operations.

“

“Now is an incredibly important time for the state to invest in our shared cultural attractions — museums and historic sites across the state are rising to the challenge of transitioning their efforts to digital outreach. Many of the selected MHAA grantees showed great creativity and dedication to pursuing inclusive history and interpretation that will have a positive change on the way we all see and understand Maryland history.”

“

– Meagan Baco Preservation Maryland Director of Communications member of MHAA grants review panel

2 The 2020 COVID-19 pandemic will have a significant impact on the economic impact of heritage tourism in Maryland. Given travel restrictions imposed for public health and safety, tourism numbers declined to many heritage sites and in the tourism industry overall.

“Take My Hand” by Michael Rosato depicts Harriet Tubman and is located on the wall of the Harriet Tubman Museum and Educational Center in Cambridge Maryland.

Maryland Heritage Areas Program Contributes

Emancipation Day at Button Farm in the Montgomery County Heritage Area. The Menare Foundation, which operates Button Farm, was able to convert their FY 2020 MHAA grant to use for emergency operating expenses as a result of the COVID-19 pandemic. Photo by Sarah Rogers and courtesy of Heritage Montgomery.

Weathering the COVID-19 Storm Together In response to the unprecedented economic impact of the COVID-19 pandemic, the Maryland Heritage Areas Authority took the initiative to support the state’s heritage nonprofits with much-needed financial liquidity. In March 2020, MHAA approved 59 Emergency COVID Operating Grants, providing $600,440 to support partner organizations. These funds were used to pay rents, utilities, salaries and other basic operational expenses, providing a vital lifeline for their network of partners. This infusion of support generated $968,891 in economic impact in the Maryland economy. Additionally, recipients of fiscal year 21 grants can convert up to $20,000 of their award and all previous open grants can convert the unexpended portion of their grant award COVID-related operating expenses. In total, 23 grantees have converted approximately $400,000 from their original awards into operating expenses. Many grantees have used these funds to transfer their exceptional projects to the digital world, creating much-appreciated opportunities to enjoy Maryland’s culture and heritage from home. MHAA is dedicated to working with their partner organizations to ensure they remain strong during this period of adversity. In addition to offering emergency funding, MHAA has provided automatic extensions to grant deadlines and worked one-on-one with grantees to offer support. They have also made changes to match requirements to provide grantees with greater opportunities to leverage in-kind donations. MHAA continues to work with their partners to ensure Maryland's heritage is protected, to ensure sites are visitor-ready once the threat is lifted to open their doors and generate revenue for the statewide economy.

Maryland Heritage Areas Program Contributes The Maryland Heritage Areas Program contributes a combined total of $2.4 billion annually to the Maryland economy.

OPERATIONS AND GRANTS CONTRIBUTION The Maryland Heritage Areas Program supports and sustains a combined total of 33,815 full-time and part-time jobs throughout the state. A total of $17.9 million as a result of operational spending. Operations and grantmaking generated $10.4 million direct economic impact, $3.7 million indirect economic impact and $3.8 million induced economic impact.

HERITAGE TOURISM CONTRIBUTION Heritage Area visitor spending contributed a total of $2.4 billion. Visitors to Maryland’s Heritage Area’s generated $1.4 billion direct economic impact, $482.2 million indirect economic impact and $520.5 million induced economic impact.

Operations and Grantmaking

Heritage Tourism

TOTAL Impact

Direct

$10,364,913

$1,381,095,539

$1,391,460,452

Indirect

$3,735,786

$478,552,412

$482,288,198

Induced

$3,810,034

$516,723,287

$520,533,321

Total

$17,910,733

$2,376,371,238

$2,394,281,971 Source: Parker Philips using IMPLAN

Havre de Grace Lighthouse in the Lower Susquehanna Heritage Greenway. Credit: Photo by Malgorzata Baker and courtesy of the Lower Susquehanna Heritage Greenway

Creating and Sustaining Jobs Throughout Maryland The Maryland Heritage Areas Program supports and sustaints a combined total of 33,815 full-time and part-time jobs throughout the state.

OPERATIONS AND GRANTS CONTRIBUTION The Maryland Heritage Areas Program supports and sustains a total of 216 jobs — 137 direct jobs, 41 indirect jobs and 38 induced jobs.

HERITAGE TOURISM CONTRIBUTION Visitors to Maryland’s Heritage Areas Program supported and sustained a total of 33,599 jobs as a result of visitor spending — 23,886 direct jobs, 4,610 indirect jobs and 5,103 induced jobs.

Operations and Grantmaking

Heritage Tourism

TOTAL Employment

Direct

137

23,886

Indirect

4,610

Induced

5,103

Total

216

33,599

24,023 4,651 5,141 33,815 Source: Parker Philips using IMPLAN

Based on analysis by industry sector, jobs Chesapeake Heartland African American Humanities Truck.

supported in the Maryland economy impacted as a result of Maryland Heritage Areas and heritage tourism include: 1) tourism-related jobs — hotels, restaurants, retail, museums, parks; and 2) sectors in the economy supporting the heritage tourism industry workforce — hospitals/healthcare,

MHAA has awarded grants to Washington College for the purchase of the vehicle and for traveling exhibits, digital archiving technology and oral history recording equipment that will be used to outfit the truck.

real estate, insurance carriers and employment services.

Photo courtesy of Washington College.

Creating and Sustaining Jobs

“

“In Baltimore, we have had a willingness to embrace cultural challenges to achieve a better understanding of ourselves historically. The Baltimore National Heritage Area encourages collaboration between the historical community and cultural community because they are intertwined. When the two communities work together without compromising either side, real collaboration happens, and progress is made throughout the City of Baltimore.”

– Jeannie Howe Board of Directors of the BNHA Executive Director of the Greater Baltimore Cultural Alliance

“

Pride of Baltimore II in Baltimore's Inner Harbor. Photo by Jeffrey G. Katz.

Generating Local and State Tax Revenues The Maryland Heritage Areas Program, its employees, Heritage Area tourists, suppliers and its related constituencies contribute significantly to the local and statewide tax bases. In FY 19, Maryland’s Heritage Areas and related tourism contributed an estimated $319.8 million in state and local taxes through local spending (operational, grantmaking, heritage tourism), as well as direct and indirect support of jobs. At the state and local levels, Maryland Heritage Areas and related tourism contributes to the tax bases through its purchasing. Specific taxes include employee and employer contributions to state and local social insurance funds, sales taxes, personal property taxes, taxes paid on motor vehicle licenses and payments of fines and fees.

$2,105,144 $263,579,666 $4,961,935 $49,186,164

$319,832,909

Social Insurance Tax:

Employee and Employer Contribution

Taxes on Production and Imports:

Sales Tax, Property Tax, Motor Vehicle License, Other Taxes, and Special Assessments

Corporate Profits Tax Personal Tax:

Income Tax, Motor Vehicle Licenses, Property Taxes, Other Taxes

Total State and Local Taxes Source: Parker Philips using IMPLAN

Memorial Illumination at Antietam National Battlefield. Courtesy of the National Park Service.

“

“The Heart of the Civil War Heritage Area is doing an incredible service in creating interest in the area and its many resources. Linking sites and stories creates connections to the Heritage Area. The Heritage Area really fosters relationships and encourages creativity on how to enhance the area.”

– Jake Wynn Director of Interpretation at the National Museum of Civil War Medicine

“

Appendix A: Terms & Definitions Direct Employment

Total number of employees, both full-time and part-time, at the organization based on total jobs, not FTEs

Direct Impact

All direct expenditures made by an organization due to its operating expenditures. These include operating expenditures and pay and benefits expenditures.

Dollar Year Government Revenue/ State and Local Tax Impact

Indirect Employment

Indirect Impact

Induced Employment

Presented in 2019 dollars Government revenue or tax revenue that is collected by governmental units at the state and local level in addition to those paid directly by an organization. This impact includes taxes paid directly by the organization itself, employees of the organization and vendors who sell products to the organization and at the household level. Additional jobs created as a result of an organization’s economic impact. Local companies or vendors that provide goods and services to an organization increase their number of employees as purchasing increases, thus creating an employment multiplier. The indirect impact includes the impact of local industries buying goods and services from other local industries. The cycle of spending works its way backward through the supply chain until all money is spent outside of the local economy, either through imports or by payments to value added (multiplier effect). Additional jobs created as a result of household spending by employees of an organization and the employees of vendors. This is another wave of the employment multiplier.

Induced Impact

The response by an economy to an initial change (direct effect) that occurs through re-spending of income received by a component of value added. IMPLAN’s default multiplier recognizes that labor income (employee compensation and proprietor income components of value added) is not lost to the regional economy. This money is recirculated through household spending patterns causing further local economic activity (multiplier effect).

Multiplier Effect

The multiplier effect is the additional economic impact created as a result of the organization’s direct economic impact. Local companies that provide goods and services to an organization increase their purchasing by creating a multiplier (indirect/supply chain impacts). Household spending generated by employees of the organization and the organization’s suppliers create a third wave of multiplier impact (induced/household spending impacts).

Study Year Total Value Added

Visitor Type

Fiscal year 2019 Includes organizational spending on operations, labor income expenditures and direct contributions to Maryland gross domestic product (GDP) as a result of expenditures made by an organization. It is the combined impact of direct, indirect and induced impacts. Three types of visitors are defined in the study. Local day visitors (travel from less than 50 miles), day visitors (travel more than 50 miles) and overnight visitors.

Appendix B: Data & Methods Data used to complete the Maryland Heritage Areas Program contribution analysis was provided by: MHAA, individual Heritage Areas and survey data collected from 2,612 heritage tourists attending events sponsored or hosted by the heritage areas and tourists visiting heritage sites throughout Maryland. Primary data was used to complete the input–output models in IMPLAN. The study approach and economic impact findings are a conservative estimate of impact and are based on actual financial information. The study is a snapshot of the economic impact of the Maryland Heritage Areas. OVERVIEW AND THE IMPLAN MODEL The most common and widely accepted methodology for measuring the economic impacts of economic sectors is input–output (I-O) analysis. At its core, an I-O analysis is a table that records the flow of resources to and from companies/organizations and individuals within a region at a given time. For a specified region like a state of the nation, the input-output table accounts for all dollar flows between different sectors of the economy in a given time period. With this information, a model can then follow how a dollar added into one sector is spent and re-spent in other sectors of the economy, generating outgoing ripples of subsequent economic activity. This chain of economic activity generated by one event is call the “economic multiplier” effect. The primary tool used in the performance of this study is the I-O model and dataset developed and maintained by IMPLAN Group LLC (formerly Minnesota IMPLAN Group Inc.). IMPLAN is a widely accepted and used software model first developed by the U.S. Forest Service in 1972. That data used in the baseline IMPLAN model and dataset come largely from federal government databases. The input–output tables themselves come from the Bureau of Economic Analysis. Much of the annual data on labor, wages, final demand and other market data comes from the Bureau of Labor Statistics, the U.S. Census Bureau and other government sources. Government agencies, companies and researchers use IMPLAN to estimate the economic activities associated with spending in a particular industry or on a particular project. The IMPLAN model extends conventional I-O modeling to include the economic relationships between government, industry and household sectors, allowing IMPLAN to model transfer payments such as taxes. Producers of goods and services must secure labor, raw materials and other services to produce their product.

The Old Greenbelt Theatre at dusk. Photo by Matt Johnson and courtesy of Maryland Milestones.

Appendix B: Data & Methods The resources transferred to the owners of that labor or those raw materials and services are then spent to secure additional goods and services or inputs to the products they sell. For example, an organization in a region may develop a company that produces trains with a value of $1 million. However, to produce that product, they may be required to spend $500,000 in wages and benefits, $200,000 to supplier of parts, $100,000 for electricity, $50,000 for transportation of goods and raw materials to and from the plant and $50,000 in various professional services associated with operating a business (e.g., attorneys and accountants). The suppliers will, in turn, spend those resources on labor and raw materials necessary to produce trains. Workers and the owners of the company will buy goods and services from other firms in the area (e.g., restaurants and gas stations) and pay taxes. The suppliers, employees and owners of this second tier will, in turn, spend those resources on other goods and services within the study region or elsewhere. The cycle continues until all of the money leaves the region. IMPLAN METHODOLOGY The model uses national production functions for over 536 industries to determine how an industry spends its operating receipts to produce its commodities. These production functions are derived from U.S. Census Bureau data. IMPLAN couples the national production functions with a variety of county-level economic data to determine the impacts at a state and congressional district level. IMPLAN collects data from a variety of economic data sources to generate average output, employment and productivity for each industry in a given county. IMPLAN combines this data to generate a series of economic multipliers for the study area. The multiplier measures the amount of total economic activity generated by a specific industry’s spending an additional dollar in the study area. Based on these multipliers, IMPLAN generates a series of tables to show the economic event’s direct, indirect and induced impacts to gross receipts or output, within each of the model’s more than 536 industries. The model calculates three types of effects: direct, indirect and induced. The economic impact of the Maryland Heritage Areas Program is the sum of these three effects. CONSIDERATIONS CONCERNING IMPLAN There are two important points about the use of IMPLAN (or any other input–output model): It is a fixed-price model. The model assumes that changes in consumption are not limited by capacity and do not affect prices. This simplifying assumption does not cause a problem for the analysis presented here because we are taking a snapshot of the Maryland Heritage Areas in a specific year. As in many studies using this type of model, the direct impacts are not calculated by the model; they are a reflection of actual spending levels and patterns created by the Heritage Areas and Heritage Area visitors. Changing the level of direct spending allows us to calculate the magnitude of the indirect and induced effects associated with the initial level of spending.

Appendix B: Data & Methods Because the model continues to calculate additional spending until all of the money leaves the region (i.e., “leakage”), the larger and more economically diverse the region, the longer it will take for spending to leave the regions, and the larger the impact is likely to be. For example, employees of a Maryland Heritage Area may spend some amount of their income on buying a car. If there are no car manufacturers in their state or county, this spending will leave the region and the multiplier effect will stop. At the national level, some portion of that same spending by that same individual may go to a national auto producer. That spending would lead to more spending at the national level than would be captured by a more regional model. The national impact will be larger than the sum in the individual states, and the individual state impact will be larger than the sum of the impacts in its congressional districts. Maryland Heritage Area Programs Economic Analysis Process and Underlying Assumptions Definitions •

Direct contributions of Heritage Area and tourism expenditures become business receipts which in turn are used to pay wages and salaries and taxes.

•

Indirect contributions are attributed to local businesses spending part of their receipts on goods and services needed to serve customers. As a result, their suppliers must purchase goods and services from other vendors. This is the ripple effect of economic activity attributed to visitor spending to Maryland’s Heritage Areas.

•

Induced contributions include the household sector. It is the spending of wages and salaries directly and indirectly generated by the visitors and suppliers to the Maryland Heritage Areas and key partners. Induced effects refer to dollars that are circulated through the spending patterns of households causing a third ripple of economic impact.

Data Collection and Verification Maryland Heritage Areas were asked to verify prepopulated data collection forms and provide missing data to Parker Philips. All data points were described within the data collection form. These include operating expenditures, the number of Heritage Area employees, funding from grants and mini grants plus any additional public or private matching dollars. Parker Philips collected 2,612 surveys from heritage tourists at heritage area sponsored or hosted events and key tourism sites to calculate the spending impacts. This survey data drives the heritage tourism impact portion of the study.

Heritage Tourism Impacts Heritage tourist expenditures are best described as the initial monetary activity that stimulates the production process and initiates realistic measurement of economic benefit or impact. Visitor economic impact typically requires three basic inputs: (1) the number and types of visitors, (2) visitor spending patterns and (3) local economic ratios and multipliers. Multipliers for this analysis were obtained from IMPLAN databases, geographically focused for regions around Heritage Areas and the state economies. This data was collected from visitors across Heritage Area sites throughout Maryland.

Appendix B: Data & Methods Annual visitation averages are applied to three specific visitor segments from field research and survey collection information about visitor information data. The type of visitors included in the study are local day (less than 50 miles), non-local day (more than 50 miles) and overnight visitors. The percentage of the overall visitors and their respective segments are represented in the table below, Spending by Visitor Type. SPENDING BY VISITOR TYPE Visitor Segment Local Day Non-Local Day Overnight

% of Total Visitation 32.8% 27.1% 40.1%

Average Daily Spending $32.67 $78.80 $247.36

Each visitor type spends varying amounts of money while visiting the Heritage Areas. The spending estimates of these groups are then applied to spending averages from the spending patterns analyzed from the survey data. The ratio of Heritage Area visitors and spending averages are then calculated to provide total spending estimates for each type of spending associated with visitation and tourism. SPENDING ESTIMATES BY VISITOR TYPE Spending Percentages

Lodging

Camping Fees

Restaurants & Bars

Amusements

Groceries

Gasoline

Local day-trip

0.0%

47.7%

22.5%

2.63%

6.15%

0.92%

20.1%

Non-local day-trip

0.0%

44.6%

6.8%

7.5%

14.8%

1.7%

24.5%

Overnight

50.9%

0.96%

23.1%

5.1%

3.7%

5.4%

1.3%

9.6%

Local Transportation Retail Purchases

Each spending category has an associated IMPLAN code for which it is related to within the IMPLAN Pro software. The spending category and IMPLAN codes are detailed in the table below, Spending Estimates by IMPLAN Sector. SPENDING ESTIMATES BY IMPLAN SECTOR IMPLAN Sector

Sector Name

Spending Type

406

Retail - Food and beverage stores

Groceries

408

Retail - Gasoline stores

Gas & oil

410

Retail - Miscellaneous store retailers

Retail purchases

520

Transit and ground passenger transportation

Local transportation

501

Museums, historical sites, zoos, and parks

Amusements

507

Hotels and motels, including casino hotels

Motel, hotel, bed and breakfast

508

Other lodging accommodations

Camping fees

510

Limited-service restaurants

Restaurants & bars

Appendix B: Data & Methods Once the spending amounts are calculated for each visitor segment and spending type, using data from the surveys collected at heritage area partner sites and events, the next step is entering the spending amounts into the IMPLAN software. Local resident spending is included in the economic benefits measures, as this captures all economic activity associated with Heritage Area visits, including local and non-local visitors. Spending by local residents on visits to Heritage Areas does not represent new money to the region. Operational Impacts The operational impacts of the Maryland Heritage Areas Program are calculated based on operational expenditures, number of jobs and a fully loaded payroll. The employment or spending is entered into the IMPLAN model within Sector 522, Grantmaking, Giving, and Social Advocacy Organization. The economic analysis completed for the operational impact analysis uses actual expenditures and Maryland Heritage Areas Program employment numbers to drive the total economic contribution analysis of employment, income and tax revenue. Operational impacts refer to the day-to-day management, coordination and activities executed by state staff and each Maryland Heritage Area. It refers to the impact of “keeping the lights on” as a heritage tourism organization in the state. Grant Funding (including match) and Mini Grants Data from the 2019 grant season including the cash and in-kind match was utilized to calculate the impact upon the Maryland economy. IMPLAN sector Code 501 was utilized to calculate this impact. Data was supplied to Parker Philips from MHAA and the individual Heritage Areas.

Wild ponies on Assateague Island. Photo by Laura Seigel Powell.

Appendix C: FAQS WHAT IS AN ECONOMIC CONTRIBUTION ANALYSIS? Technically, this study is a contribution analysis. The study quantifies the economic contribution of the Maryland Heritage Areas Program and heritage tourism in terms of economic impact, jobs and local and state tax revenue. The study calculates how spending by Maryland’s Heritage Areas and heritage tourists contributes to the economy of Maryland. It examines how expenditures create additional impact in the economy both directly and through the multiplier. An economic contribution analysis quantifies the broader and more general case of how the economic activity cycles through an existing economy. For the purposes of this study, an economic contribution is defined as the gross changes in Maryland’s existing economy that can be attributed to the Maryland Heritage Areas Program and heritage tourism. Contribution analysis is a descriptive analysis that tracks gross economic activity: how spending by Heritage Areas and their constituencies cycle dollars through the economy. The MHAA economic contribution analysis does not consider how spending by a heritage tourist could crowd out another type of tourist within the state. This type of analysis is one of the most common that is performed and is very often mislabeled as an economic impact study. Please note that while the terms used to express the contribution of heritage tourism to the statewide economy are referred to as economic impact, this is a contribution analysis. WHAT SHOULD YOU REMEMBER ABOUT THE STUDY WHEN YOU READ IT? • • • •

It is a point-in-time calculation of impact for FY 19. The study quantifies the amount of impact that the Maryland Heritage Areas Program and heritage tourism produces each year. The economic numbers can fluctuate year to year based on operational spending, capital spending, pay and benefits, number of employees, number of visitors and state funding. These are conservative numbers and adhere to industry respected protocols.

WHAT METHODOLOGY WAS USED TO COMPLETE THIS STUDY? IMPLAN data and software were used to conduct this economic contribution analysis. The IMPLAN database is built using county, state, ZIP code and federal economic statistics that are specialized by region, not estimated from national averages, to measure the contribution or impact of an organization’s economic activity. WHAT WERE THE MULTIPLIERS FOR THIS STUDY? The multipliers used in this study range from 1.8 to 2.1. The multipliers are derived through the input–output models created using the IMPLAN software based upon industries selected during the modeling process.

Appendix C: FAQS WHAT DATA DOES THIS STUDY USE TO CALCULATE THE ECONOMIC IMPACT? Primary data used in this analysis is for FY 19 and was obtained from MHAA, individual Heritage Areas and primary survey data. Data addresses the following subjects: • Operating expenditures • Pay and benefits • Program management grants with in-kind and cash match • Number and types of visitors • Visitor spending habits (local day, non-local day and overnight visitors) WHY DID MHAA COMMISSION A STUDY? MHAA commissioned the analysis to quantify the impact of the Maryland Heritage Areas Program, its 13 Heritage Areas and related heritage tourism. MHAA and the individual Heritage Areas have a number of tools helpful in explaining the value proposition for supporting heritage tourism; this independent study is one way to help explain its worth. In trying to explain the value of heritage tourism to both internal and external constituents, it is important to quantify the financial and societal gains realized throughout the state. There are many ways to view the impact and value of heritage tourism — economic impact is one.

Kayaking on the Anacostia River. Photo by Mr. T in DC and courtesy of Maryland Milestones.

Draft: Not for Public Distribution

https://mht.maryland.gov/heritageareas.shtml Permission: By APK - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=94122948

Stories of the Chesapeake Heritage Area Makes an Impact December 2020

Stories of the Chesapeake Heritage Area $

98.4 MILLION in economic impact

1,397 JOBS

supported and sustained

$13.1 MILLION in state and local tax revenue Life here is inseparable from the Chesapeake Bay, North America’s largest and most productive estuary. One of the oldest and largest remaining working landscapes in North America is also one of its most protected landscapes. The fertile lands and rich waters form the foundation of the region’s economy and culture. Known as the Breadbasket of the American Revolution, Maryland’s Eastern Shore farmers are leaders in agricultural innovation. Local watermen balance traditional methods of fishing with new innovations for raising seafood. Indian sites range from rare Archaic, such as the 13,000-year-old Paw Paw Cove on Tilghman Island, to “contact” sites, where Captain John Smith first visited the indigenous tribes. Historically significant small towns, many of which are listed on the National Register of Historic Places, remain hubs of community activity. The history of the heritage area is closely interwoven with the story of religious toleration and early denominational development spanning from the 17th to the 20th centuries. Several nationally significant churches and numerous 19th century country crossroads chapels mark the landscape as “the Garden of Methodism”. Free black communities were scattered throughout the heritage area as early as the 17th century. The Hill Community in Easton is one of the oldest free African American neighborhoods in the United States. Founded in the 1780s as this crossroads grew into a town, this community continues today. Significant African American sites include Rosenwald schools, large and small, Sumner Hall, one two remaining Grand Army Republic (G.A. R.) halls in the United States, and Buffalo Soldiers home. Birthplace of nationally recognized abolitionists Frederick Douglass and Henry Highland Garnet and hotbed of Abolitionist activity along Underground Railroad routes traveled by Harriett Tubman and supported by Quakers, black mariners, and the remote landscape. Home to two National Scenic Byways: Harriet Tubman Underground Railroad and Chesapeake Country. The National Park Service Network to Freedom program includes sites associated with African Americans and whites who risked their lives to help self-liberators reach freedom, and Civil War sites where some enslaved people fled to join the ranks of the Union Army.

Stories of the Chesapeake Heritage Area The Stories of the Chesapeake works with community partners to tell the story of Maryland’s Eastern Shore through preservation and enriching experiences to promote the cultural and natural heritage of the region while enhancing its economic vitality.

The Stories of the Chesapeake Heritage Area includes four rural Maryland counties on Chesapeake Bay’s Eastern Shore. Scenic roads and waterways link 21 historic municipalities and many more agricultural and maritime villages. The area includes seven major rivers and more miles of shoreline than any comparable group of counties in the nation. Caroline, Kent, Queen Anne’s, and Talbot counties are a significant part of the nation’s last great Colonial landscape. The heritage area tells stories of European and American history. The views, the farms, the communities, the buildings, and even much of the population – those whose roots extend to Colonial times still evoke the nation’s early American past. Beneath current roads and bridges lie original American Indian trails and river crossings. Historic homes and property lines still mark the countryside. Community churches offer the timeless rhythms of worship. Small towns and villages reflect transportation and settlement patterns laid down centuries ago. Many buildings built in the 18th and 19th centuries still survive – some date back to the 17th century. This is a landscape that reflects centuries of a thriving regional economy, fueled by the riches of land and water, accessible by boat nearly everywhere and with level lands readily traversed and easily plowed. The Chesapeake Bay is the reason much of this landscape has survived. As demographic patterns shift and population moves toward these rural counties, Stories of the Chesapeake Heritage Area, at the direction of their board and in cooperation with local governments, will work to promote managed growth and development to preserve this historic landscape and culture. The Stories of the Chesapeake Heritage Area was certified in 2005 and acts as a conduit through which large and small, public and private organizations connect. Acting as a catalyst for regional marketing, one of our initiatives “Maryland’s Tastiest Catch” showcases the Eastern Shore’s culinary traditions and connects our culture and heritage destinations. The heritage area continues to identify creative marketing opportunities. In cooperation with local governments, land trusts, and other conservation organizations, the Stories of the Chesapeake supports efforts to maintain the region’s special sense of place. Encouraging expanded use of historic preservation incentives and regulations where necessary helps to maintain the historic character of our region’s communities, waterways, and landscapes. Extending our knowledge through careful surveys of below-ground historic and prehistoric deposits encourages archeological conservation and research. As a trusted resource, we make projects happen. The Stories of the Chesapeake convenes workshops on grant writing, accessibility, social media, volunteer management, and virtual exhibits and tours, which have resulted in an increase in grant funding for our partners and other economic investments in our region. The heritage area acts as a clearing house for funding sources, training, and innovation techniques to help our partners tell their stories. As communities and economies change, Stories of the Chesapeake Heritage Area works to celebrate past traditions, encourage events that build a sense of community, and offer new venues and markets to support artists, craft workers, and performers. The Stories of the Chesapeake celebrates our Cultural traditions enrich the quality of life and are part of what makes living and visiting the area a distinctive experience.

Stories of the Chesapeake Key Sites Span Across Kent, Queen Anne's, Caroline, and Talbot Counties Betterton Heritage Museum Bordley History Center - Historical Society of Kent County Chestertown Tea Party Festival

KEY Museum Point of Interest

John Smith Water Trail - Sassafras River Water Trail *

Scenic Byway/Historic Road/Railway Historic House Trail

Church Hill Theater

Park

Cross Island Trail/ American Discovery Trail

Pictured

Garfield Center for the Arts at Prince Theater Kent County Visitors Center

Bay Country Welcome Center

Main Street Chestertown *

Kennard Cultural Heritage Center

Raimond Arts Building

Tucker House and Wright's Chance Queen Anne's Historical Society

Sultana Education Foundation Sumner Hall - Grand Army Republic Post

Chesapeake Country National Scenic Byway

Turners Creek Park and Sassafras Natural Resources Management Area

Old Wye Mill *

Washington College

Pickering Creek Audubon Center Wye Island Natural Resources Mgt Area

Adkins Aboretum Fiber Arts Center of the Eastern Shore Frederick Douglass Park on the Tuckahoe

Chesapeake Environmental Center

Museum of Rural Life

Chesapeake Heritage & Visitors Center *

Tuckahoe State Park William Still Underground Railroad Family Interpretive Center *

Eastern Neck National Wildlife Refuge

Wharves of Choptank Visitor and Heritage Center

Kent Narrows Watermen's Heritage Trail

Underground Railroad/All-American Road

Historic Christ Church

Linchester Mill James Webb Cabin *

Chesapeake Bay Maritime Museum St. Michaels Museum at St. Mary's Square

Chambers Park Cabin Federalsburg Museum at the Covey Williams Garage

Phillips Wharf Environmental Center Tilghman Watermen's Museum

Avalon Theatre

Oxford Museum

Frederick Douglass Memorial *

Talbot County Visitors Center

Mary Jenkins House Talbot Historical Society

The Hill Community - Historic Easton

This map represents a graphic interpretation of the heritage area boundaries, and should not be used to determine whether sites are inside or outside the boundaries.

Waterfowl Festival

Economic Impact of Stories of the Chesapeake Economic Contribution The economic impact of the Stories of the Chesapeake Heritage Area is $98.4 million annually. This economic impact consists of tourism driven by the presence of the Stories of the Chesapeake Heritage Area ($96.9 million), and the operations and grantmaking activities of the heritage area in collaboration with MHAA ($1.5 million).

Operations and Grantmaking

Heritage Tourism

TOTAL Impact

Direct

$742,092

$56,253,394

$56,995,486

Indirect

$373,682

$19,637,751

$20,011,433

Induced

$362,833

$21,051,932

$21,414,765

Total

$1,478,607

$96,943,077

$98,421,684 Source: Parker Philips using IMPLAN

Employment Contribution The employment impact of the Stories of the Chesapeake Heritage Area 1,397 jobs supported and sustained. This economic impact is driven by the presence of the Stories of the Chesapeake’s operations and grant making activities which support 24 jobs and tourism in the heritage area supporting 1,373 jobs.

Operations and Grantmaking

Heritage Tourism

TOTAL Employment

Direct

976

992

Indirect

189

193

Induced

208

212

Total

1,373

1,397 Source: Parker Philips using IMPLAN

Valley Heritage Area EconomicPatapsco Impact of Stories of the Chesapeake State and Local Tax Contribution The total state and local taxes generated as a result of the Stories of the Chesapeake Heritage Area based upon operations, grantmaking, and tourism totals $13.1 million.

$86,483 $10,816,120 $203,091 $2,019,683

$13,125,377

Social Insurance Tax:

Employee and Employer Contribution

Taxes on Production and Imports:

Sales Tax, Property Tax, Motor Vehicle License, Other Taxes, and Special Assessments

Corporate Profits Tax Personal Tax:

Income Tax, Motor Vehicle Licenses, Property Taxes, Other Taxes

Total State and Local Taxes Source: Parker Philips using IMPLAN

ABOUT THE STUDY In June 2019, Maryland Heritage Areas Authority (MHAA) engaged Parker Philips Inc. to measure the economic contribution of its 13 heritage areas. The goal of this analysis is to provide a complete assessment of the total economic, employment, and state and local tax impact of heritage tourism. The impact presented in this analysis is broken down into three categories: direct impact, indirect impact and induced impact. The indirect and induced impacts are commonly referred to as the “multiplier effect.” The primary tool used in the performance of this study is the I-O model and dataset developed by IMPLAN Group LLC. Financial data used in this study was obtained from MHAA, individual heritage areas, visitor surveys, and Maryland tourism data. It included the following data points: operational expenditures, capital expenditures, grants awarded, and payroll and benefits for employees for FY 19. Primary surveys were conducted with heritage area visitors across the state in the heritage area (day and overnight and local and non-local visitors).

Stories of the Chesapeake Heritage Area

WHAT IS A MARYLAND HERITAGE AREA? Heritage Areas are locally designated and state certified regions where public and private partners make commitments to preserving and enhancing historical, cultural and natural resources for sustainable economic development through heritage tourism. The program is intended as a partnership between state agencies and local communities to optimize the appeal of the state’s distinctive regions as heritage tourism experiences. At the same time, heritage areas focus community attention on under-appreciated aspects of history, culture, and natural areas to foster a stronger sense of regional pride.

STORIES OF THE HOPE, PERSEVERANCE, AND RESILIENCE The Stories of the Chesapeake occupies one of North America’s oldest working landscapes. The heritage area is a wellspring of stories of hope, perseverance, and resilience that continue to inspire us today. Abolitionist, activist, and minister Henry Highland Garnet was born enslaved in 1815 in Kent County. As a child he escaped with his family to New York City. He later became a tireless activist and prominent member of the movement that encouraged more political action. His “Call to Rebellion" speech in 1843 encouraged slaves to take action and claim their own destiny. He inspired others to take action, including John Brown who led the 1859 attack on the arsenal in Harpers Ferry. On February 12, 1865, Garnet made history when President Abraham Lincoln chose him to give a sermon before the House of Representatives—making him the first African American to do so. In 1881, President James A. Garfield appointed Garnet to serve as United States Minister and Consul General in Liberia. One of leading Americans of the 19th century, Frederick Douglass was born enslaved along the Tuckahoe River in Talbot County. After escaping the bonds of slavery in 1838, he became an internationally renowned abolitionist, writer, orator, and statesmen. He was a force in the anti-slavery movement and the first African American citizen to hold executive position in the U.S. government. When Douglass visited Easton in March 1893, he told the assembled children at Moton School the story of a boy who lost his parents, a slave forced to sleep on a cold floor, who taught himself to read, and grew to speak, hold high public offices, and accumulate some wealth. He concluded, “That boy was Frederick Douglass. What is possible for me is possible for you.”

“

"We like to think that we make projects happen and are utilizing the heritage area to build a strong and meaningful network. We do not want to be seen simply as a passthrough for grant funding, but a true partner in strengthening capacity. We develop our technical workshops to support these efforts. Our collaborations with other organizations such as Washington College and the USDA have provided support. We also work in concert with tourism professionals from other regions to encourage people to not only visit our heritage area, but others as well.” — Rob Forloney President of the Stories of the Chesapeake Heritage Area Board

“

www.storiesofthechesapeake.org

@storiesofthechesapeake

What is Waterfowl Festival’s Annual ECONOMIC AND CULTURAL IMPACT on Talbot County?

TAXES GENERATED

Data source: Waterfowl Festival and 2019 Analysis by Rockport Analytics

ECONOMIC IMPACT

$2,600,000 Total Economic Impact

6,833 visitors traveled more than 50 miles $3,000,000 spent in county 74¢ of every $1 spent stayed in the county

$787,000 $429,000 in in tax receipts state or local tax receipts

2019

VISITOR SPENDING

of spending was on shopping (12% above average)

$421

spent on their trip to WF

50%+

of county lodging income in November comes from Festival guests

6 of 10 visitors stay overnight

plan to visit Talbot County again

local jobs

in wages generated

57% stay in Easton

WHAT GUESTS THINK

99%

48 $1,600,000

89% satisfied or very satisfied

83% of local residents say Festival is important to local economy

70% say food & beverage is important 63% say Fine Arts are important 50%+ love the dog related experiences 2019 Waterfowl Festival drew

SI N CE 197 1 W F H A S G IV EN :

32%

JOBS SUPPORTED

WF GRANTS $4,000,000 habitat conservation $1,200,000+ education $26,000 wildlife research initiatives

15,120 people to Easton

ate for d e h t e v a S tival s e F 's r a e next y

estival F t s r i f e Th ears! y 0 5 t x e n of the

WATERFOWL FESTIVAL NOVEMBER 12–14, 2021

Waterfowl Chesapeake connects financial resources to environmental needs and engages people and communities about the value of waterfowl and their habitats.

Waterfowl Festival Inc. is a non profit, 501 (c)(3) organization dedicated to wildlife conservation, the promotion of wildlife art and the celebration of life on Maryland’s Eastern Shore.

WaterfowlChesapeake.org

WaterfowlFestival.org

The Economic & Cultural Impact of the 2019 Waterfowl Festival® Key Metrics & Evaluation, April 2020

Table of Contents Study Results Highlights

Background & Methodology

Economic, Cultural & Community Impact

Attendee & Visitor Profile

Festival Activity Participation & Attendee Satisfaction

Economic Impact Results

Economic Impact of the 2019 Waterfowl Festival: Key Takeaways • In 2019, the Waterfowl Festival attracted more than 15,120 attendees with 45% of those attendees visiting from more than 50 miles away. The average length of stay among visitors was 2.1 nights with 41% visiting Easton for the day while the remaining 59% staying overnight in the region. • Excluding the cost of Festival admissions, these visitors spent a total of nearly $3 million on various goods and services within the Talbot County economy. Based on results from an intercept survey of visitors, each visitor spent on average $145 on lodging (overnight only), $98 on food and beverage, $61 on recreation and entertainment and $138 on retail purchases. • The Waterfowl Festival generated an additional $496,000 in event-related operating expenses by vendors, exhibitors and event organizers in the Talbot County economy. Adding this to visitor expenditures brought total local 2019 Waterfowl Expenditures to $3.5 million. • This $3.5 million in expenditures resulted in nearly $2.6 million in total economic impact (value added) to the Talbot County economy. Talbot retained about 74 cents of every dollar spent locally by Festival visitors and organizers. Approximately $905,000 of Waterfowl Festival spending left the region, “leaking” out through purchases of imported goods and services. • Festival-initiated activity supported a total of 48 jobs (full-time and part-time), which resulted in $1.6 million in wages paid Talbot County. A large proportion of these wages will continue to ripple through the economy as workers spend their income on various goods and services throughout the local area. • Waterfowl Festival-initiated spending generated an estimated $787,000 in tax receipts, including $357,000 in federal receipts and another $429,000 in state and local tax receipts. The event contributed roughly $29,000 in hotel taxes and nearly $6,000 in state and local taxes and fees associated with car rentals.

Background & Methodology About The Waterfowl Festival and Waterfowl Chesapeake Waterfowl Festival is a nonprofit, organization dedicated to wildlife conservation, the promotion of wildlife art and the celebration of life on Maryland’s Eastern Shore. For nearly five decades, the organization has staged an annual event that has raised millions for wildlife and habitat conservation, education, and research. Waterfowl Chesapeake, the conservation arm of Waterfowl Festival, connects, engages and educates communities about the benefits of healthy waterfowl populations and habitats. The organization also serves as a neutral convener for events, forums and discussions leading to the preservation of the Chesapeake’s ecosystems.

About Rockport Analytics Rockport is a research and analytical consulting firm providing high quality quantitative and qualitative research solutions to business, government, and non-profit organization clients across the globe. They provide fast, nimble service in a transparent environment. Capabilities include: • Market Analysis and Forecasting • Visitor Research • Market Modeling and Decision Support Tools • Primary and Secondary Research Synthesis • Stakeholder Surveys – internal & external • Economic Impact Assessment

Background & Methodology Study Overview The economic impact of the 2019 Waterfowl Festival was commissioned by Waterfowl Chesapeake whose mission is to create, restore and conserve waterfowl habitat in the Chesapeake Bay region. The research was conducted by Rockport Analytics, an independent market research & consulting company, using a time-tested approach that has been applied to many events, attractions and travel destinations of varying scope and size. The goal of the study was to measure and analyze the full economic contribution that event organizers and visitors make to Talbot County’s GDP, jobs, wages, and tax receipts. The analysis also sought to understand the community and cultural impacts that the Waterfowl Festival has on local and regional stakeholders.

Methodology Both behavioral and attitudinal data were collected from Waterfowl Festival attendees through an in-person intercept survey. The survey was fielded at three locations during the weekend of the event which included: Downtown Easton, the Sporting Heritage Pavilions at the Easton Elks Lodge, and the Chesapeake Marketplace at Easton Middle School. To supplement these responses, Rockport also fielded a post-event online survey to attendees that did not participate in the in-person survey. A total of 554 responses were collected resulting in a ±4.1% margin of error at a 95% confidence level. Both residents and visitors answered questions about their experiences during the event. Residents were also asked a series of questions that focused on the cultural and the community impacts of the event. Additional visitor attributes were captured including origin, travel party size, length of stay, and spending across an array of categories. The spending and associated impacts estimated included in this study represent both in-state and out-of-state visitation. A visitor is defined as any attendee who has either stayed overnight or traveled a distance of at least 50 miles one way 1 and whose primary reason for being in Talbot County was the Waterfowl Festival. In a separate survey, artists and vendors were also asked to provide their travel expenses in addition to any local operating expenses incurred during the event. Lastly, in order to obtain more in-depth qualitative data on the impact of the Waterfowl Festival, we conducted a series of one-on-one interviews with key Waterfowl Festival stakeholders, capturing measures of the impact on the community, the local culture of Talbot County and Maryland’s Eastern Shore and the Conservation of Waterfowl and the Chesapeake Bay.

1 UNTWTO

definition of a visitor includes anyone, regardless of origin, who stayed overnight or traveled more than 50 miles one way on a day trip.

Background & Methodology Methodology Cont. An economic model of Talbot County is also critical to estimating how traveler spending resounds through the state and county-level economies. Rockport Analytics has chosen the IMPLAN model for Talbot County (www.implan.com), a non-proprietary economic model that has become the standard for most economic impact assessments in the United States. This model is critical to measuring the direct, indirect, and induced impacts of visitation to the state. IMPLAN also measures how much of each tourism dollar remains in the county economy. Total traveler spending generally exceeds the direct impact of tourism. This is because not all goods and services purchased by travelers are supplied by firms located in Talbot County. The IMPLAN model accounts for these import “leakages”2 to suppliers located outside of the county. Generally, the more diversified a local economy, the lower are import leakages and the higher the retention and multiplier of visitor spending. The total economic impact of travelers is separated into three distinct effects: direct, indirect, and induced. The direct impacts represent the value added of those sectors that interact directly with, or touch, the visitor. The indirect impact represents the benefit to local suppliers to those direct sectors. This would include, for example, Talbot County-based food suppliers to restaurants. The induced impact adds the effect of tourism-generated wages as they are spent throughout Talbot County’s economy such as when an employee from a hotel spends on grocery items for their household.

2 Leakages refer to goods and services that must be

imported into to the county due to insufficient instate capacity.

The Waterfowl Festival’s Impact on the Local Economy & Tourism to the Region The Waterfowl Festival is an annual, three-day event that promotes wildlife conservation and celebrates life on Maryland's Eastern Shore. Located at several locations throughout historic downtown Easton, the Festival encourages visitors to experience the unique retail and dining opportunities available. In 2019 alone, more than 6,800 Festival participants traveled at least 50 miles or spent the night in Talbot County, contributing more than $2.9 million to Talbot County restaurants, transportation, retail, entertainment & recreation and lodging establishments. For 50 years, the event has brought visitors to Easton. Since 1995, the Festival has sold more than 11,000 tickets annually. The economic contribution of visitors is especially valuable for the region during a time of year when tourism is not as strong as it is during the summer months. According to Ross Benincasa, Executive Director at Discover Easton, “The restaurants, retailers and hotels all rely on the business that the event brings, and local businesses rely on an uptick in sales from people outside the area even

if they are only in town for the day.”

The Festival also plays a key role in fostering economic activity in other Talbot County towns outside of Easton. In 2019, more than 41% of Festival attendees participated in activities held in St. Michaels and Oxford. Of the visitors who stayed in Talbot County overnight, roughly one quarter stayed in either St. Michaels, Oxford or Tilghman Island. According to Pete Lesher, Talbot County Councilman, “the

83% of residents believe that the Waterfowl Festival is very important or essential to stimulating the local economy

16%

47%

town works hard to make sure that they are putting their best Not Important at All foot forward.” Efforts to be welcoming to visitors seem to be

Absolutely Essential

paying off - 68% of visitors in 2019 were returning for at least the third time and 99% of Waterfowl Festival visitors reported that they plan to visit Talbot County again.

81% of residents believe that the Waterfowl Festival is very important or essential to promoting the local attractions and amenities 19%

Not Important at All

36%

50%

31%

Absolutely Essential

The Waterfowl Festival’s Impact on the Community Since its inception in 1971, the Waterfowl Festival has relied on the support of community residents, leaders and businesses. Every year an average of 1,500 volunteers work tirelessly before, during and after the Festival to execute an event that not only showcases the unique culture and history of the region where they live, but also brings in dollars to support the local economy and conservation of their local environment. The Festival’s ability to maintain an ongoing cadre of volunteers over time is a testament to the town’s willingness to work together in support of the event. Results from our research show that, most residents acknowledge the event’s ability to bring people together with 63% of resident attendees believing that the Festival is “very important or essential” to uniting the community toward a common goal. Pete Lesher, Talbot County Councilman and longtime resident of Easton explains that, “because there

are so many residents involved in organizing the event, the town and the event are interconnected. There is camaraderie about the event and a sense of mission, a sense that what volunteers are doing has a larger purpose.” This sentiment is also reflected by residents who attended the Festival, 77% of whom believe that the Waterfowl Festival is “very important or essential” to igniting a sense of community pride.

According to Tracy Ward from the Easton Economic Development Corporation, the event promotes a sense of pride and identity while also providing engagement opportunities for residents. The residents interviewed share this point of view and 71% believe that the event is “very important or essential” to providing opportunities for residents to become more engaged. Many of the community stakeholders interviewed mentioned that residents of Easton think of the Festival as an annual ‘homecoming’, a time to reunite with friends and family. Jacqueline Wilson, a longtime resident and current Vice President of a local community bank explained that “the event and that weekend are a big ‘to do’ for the town.

Everyone is looking forward to hustle and bustle, the town transforms itself, and there is a feel-good vibe in Easton.”

The Waterfowl Festival Showcases the Culture & Heritage of Maryland's Eastern Shore In the 1970s, a group of ambitious enthusiasts envisioned an event that would celebrate the unique Eastern Shore heritage that they treasured in the hopes of preserving it before it was lost. Since then, the Waterfowl Festival has played a significant role in showcasing the history and culture of Maryland’s Eastern Shore to countless visitors. According to Cassandra Vanhooser, Director of Talbot of the County Department of Economic Development and Tourism, the event is “the ultimate Eastern Shore lifestyle extravaganza. It combines all the things that residents love about the region.” Results from our survey show that most residents recognize the crucial role the event plays in keeping traditions alive and that 82% believe the Waterfowl Festival is “very important or essential” to celebrating and showcasing the local culture and heritage. Ross Benincasa at Discover Easton, says the Waterfowl Festival has helped define Easton’s identity and it has been instrumental in promoting the Eastern Shore lifestyle and art to the rest of the country and the world.

“When people hear of Easton, its often because of the Waterfowl Festival. They have put the town on the map.” An important aspect of the Festival is its ability to keep these traditions alive by offering educational activities and programming for event attendees regardless of age. In fact, three quarters of residents surveyed believe the Waterfowl Festival is “very important or essential” for providing recreational and educational opportunities.” The decoy carving activities and decoy exhibits, the World Waterfowl Calling Contests, the raptor demonstrations and the conservation activities at the Bay Street Ponds are all examples of ways the event seeks to bring residents closer and to inspire future generations to become historians, preservationists, and the sportsmen and women of tomorrow.

The Waterfowl Festival Promotes the Arts & the Conservation of the Chesapeake Bay Promoting the Conservation of the Chesapeake Bay

Promoting Wildlife Art and Artists

For 50 years, the Waterfowl Festival has promoted the value of the Chesapeake Bay and the need to preserve its treasures. The Festival has also highlighted the critical role that these ecosystems play in the lives and livelihood of the people in the Eastern Shore. Since 1971 when the first Festival raised $7,500, the Waterfowl Festival and Waterfowl Chesapeake have raised and granted more than $6.5 million in funding to organizations in the Delmarva Peninsula that are focused on protecting and preserving the region’s wildlife and landscapes. According to Waterfowl Chesapeake, the organizations have invested nearly $4 million in habitat conservation, more than $1.2 million in education, and more than $26,000 in wildlife research initiatives. In Easton, the organization has also played a key role in restoring and maintaining the Bay Street Ponds. Residents attending the Festival are aware of this impact with three-quarters of attendees reporting that the Waterfowl Festival is “very important or essential” to ensuring the conservation of Chesapeake Bay wildlife and ecosystems.

The Waterfowl Festival also celebrates the art of artists who take inspiration from nature. Throughout the years, the event has showcased the works of leading sculptors, painters, carvers and photographers from across the U.S. and the world, as well as those on the Eastern Shore. Art is integral to the Festival and the town. According to Ross Benincasa, Executive Director at Discover Easton, “Easton is a

town with a thriving arts scene. The art featured at the Festival is a draw for individuals who are both art connoisseurs and those who are art novices.”

In 2019, the event selected painter Nancy Tankersley, a 15-year resident of, Easton as the Featured Artist. “I’m privileged to see the excitement build as our little town is transformed into the site of a major art and conservation Festival,” she said. “The enthusiasm of the crowds, the local businesses, and the volunteers make the months of preparation and labor well worth the effort. The fact that this Festival is in its 50th year is a testament to the vision of its founders, the support of the local community, and the wisdom and hard work of the people that keep it going year after year!”

The Economic & Cultural Impact of the 2019 Waterfowl Festival Attendee & Visitor Profile

Waterfowl Festival Attendance & Visitation 2019 Waterfowl Festival Attendees & Visitors Total Ticketed Attendance (Ticketed only) (Talbot County Resident & Visitor)

Non-Ticketed Primary Attendees (Non-ticketed only) (Talbot County Resident & Visitor)

Total Unique Attendance (Ticketed & Non-Ticketed) (Talbot County Resident & Visitor)

Total 12,048

3,072

15,120

Total Primary Visitors (Ticketed + Non-Ticketed) (Visitors only=Traveled at least 50 miles one way or stayed overnight & the primary reason for being in Talbot Co. was the event)

The number of Ticketed Attendees reflects the total number of tickets sold during the event, the tickets sold online in advance of the event, and any complementary tickets given to volunteers and businesses as part of their sponsorship package. The total unique ticketed attendance number includes both Talbot County Residents and people from outside the county.

The Waterfowl Festival is a ticketed event; however, visitors can walk the streets of Easton and enjoy many of the food, beverage and entertainment offerings without purchasing a ticket. The total number of tickets sold is therefore not fully representative of the total number of attendees who participated in the Event’s activities. To arrive at an estimate of the Total Unique Attendance, Rockport started with the total unique attendance of ticketed visitors as estimated by the Waterfowl Festival. Additionally, we used survey responses to estimate that an additional 3,072 individuals traveled to Easton specifically for the Waterfowl Festival but had not purchased a ticket to the event. Adding these individuals to the 12,048 unique ticket holders attending the Festival, we estimated a total unique attendance of 15,120. This estimate includes both Talbot County Residents and people from outside the county.

6,833

Total Primary Visitor Spending (Primary visitor spending only=Traveled at least 50 miles one or stayed overnight & the primary reason for being in Talbot Co. was the event)

$2.97M

While both visitors and residents attended the 2019 Waterfowl Festival, the task of assessing the economic and fiscal impact requires a focus on visitors only. Only spending from visitors traveling more than 50 miles from Easton was considered net new, or incremental to the Talbot County economy. Any spending from attendees within 50 miles of Easton was not considered new expenditures and was therefore excluded from the economic impact assessment.

Waterfowl Festival Attracts Visitors From Throughout the Region

Estimated Attendees Who Traveled over 100 miles: 1,740

Estimated Attendees From Under 50 miles: 8,287 Estimated Attendees Who Traveled 50 to 100 miles: 5,893

Waterfowl Festival Attendee Demographics Attendee demographics profiled here represent both local residents & out-of-area visitors

WF Attendee Age 40% 30%

Male 46%

Female 53%

71% of attendees were 45 or older

50%

Average Age @ 55

30%

20% 10%

41%

24% 4%

0% 18-25 N=467. Base= All respondents excluding those specifying other

WF Attendee Household Income 40%

37% 30%

Nearly two-thirds of attendees have a household income of $100K or more

30% 28%

20% 16%

10% 0%

Three quarters of attendees have at least 38% an Associate or Bachelor's degree

65+

14%

37%

20%

16%

10%

5% $49.9K or Less

45-65

WF Attendee Education

Average Income @ $119K

40%

25-45

N=467. Base= All respondents specifying age

0% $50K to $74.9K

$75K to $99.9K

$100 to $149.9K

$150K or more

Graduated high school

Some college, trade, or Associate or Bachelor’s technical school degree

Advanced degree (Masters, PhD, MD)

N=465. Base= All respondents specifying education

Waterfowl Festival Visitor Average Length of Stay and Party Size WF Visitor Length of Stay (Total Nights)

50%

The 6,833 visitors to the 2019 Waterfowl Festival had an average length of stay in Talbot County of 2.2 nights. Roughly 41% visited on a day trip.

Average: 2.2

41% 40%

40% of visitors stayed one or two nights and roughly 20% stayed more than 3 nights.

30% 20%

20%

20% 13%

10%

0% Day Trip Only

5 or More

N=216 Base= All visitors

WF Visitor Party Size 49%

50%

Overnight visitors staying with friends and relatives had party sizes that were larger than the average at 3.3 people and visitors staying at hotels had party sizes that were slightly smaller than the average at 2.6 people.

40% 30% 18%

20% 10%

The average party size for visitors to the 2019 Waterfowl Festival was 2.9 people and close to half (49%) of respondents traveled with one other person. Nearly one-third of visitors had party sizes of 4 people or more.

Average: 2.9

60%

Overnight visitors staying with friends and relatives had a length of stay that was longer than the average at 3.1 days.

10%

0% 1

N=214 Base= All visitors

Primary Accommodations for Overnight Visitors During the Waterfowl Festival Primary Accommodations Among All WF Visitors

Nearly 6 out of 10 respondents surveyed stayed overnight during the 2019 Waterfowl Festival. These visitors spent an average of $251 per trip on lodging.

47%

50% 40% 30%

Of those overnight visitors, roughly 26% stayed with friends and relatives with the remainder (74%) staying in some type of paid accommodations.

26%

20% 9%

10%

8% 1%

0% Hotel or Motel

Friends or Relatives

Peer-to-Peer Rental (Airbnb, VRBO)

Other

Bed & Breakfast

Tuckahoe or Martinak State Park

N=128 Base= All respondents selecting an accommodation type

60%

57%

Location of Primary Accommodations Among All WF Visitors

50% 40%

More than half (55%) of overnight visitors stayed in a hotel or motel or in a bed & breakfast and 9% stayed in a short-term vacation rental. Of the 47% who stayed in a hotel, more than three quarters (76%) stayed in a hotel in Easton. Nearly two thirds (57%) of overnight visitors stayed in Easton, however, many lodging establishments throughout Talbot County also benefitted. Roughly one quarter of overnight visitors (25%) stayed in other towns within Talbot County such as St. Michaels, Oxford and Tilghman Island. About 9% of visitors stayed in Cambridge.

30% 20%

12%

10%

Oxford

Tilghman Island

0% Easton

St Michaels

Cambridge

Other

N=127 Base= All respondents selecting a location of stay

1% Kent Island/Kent Narrows

2019 Waterfowl Festival Visitor Spending Categories 2019 Waterfowl Festival Visitor Spending Ground Transportation 8%

Shopping 32% Other 3%

$2.98 Million Entertainment & Recreation 14%

Lodging 20%

Food & Beverage 23%

Food & Beverage Lodging Recreation & Entertainment Ground Transportation Shopping Other Spending Total

Spending in Talbot County

Share of Total Spending

$671,872 $590,565 $417,966 $245,963 $953,010 $96,834 $2,976,210

23% 20% 14% 8% 32% 3% 100%

Source: Rockport Analytics

The 6,833 visitors to the 2019 Waterfowl Festival spent nearly $3 million in travel-related goods and services. On average, visitors spent roughly $421 within Talbot County during their trip.

The vibrant restaurant and shopping scenes in Easton and nearby Talbot County towns tends to attract more visitor dollars to the retail and food & beverage categories. In fact, these two categories comprised more than half (55%) of total visitor spending. Retail spending made up slightly more than one third (32%) of the visitors’ total budgets. Despite higher hotel class offerings and higher ADRs in Talbot County the share of lodging spending is only 20% with only 40% of visitors staying overnight. Additionally, almost a quarter of the overnight visitors stayed with friends and relatives, lowering the number of visitors who stayed in paid accommodations to roughly 25% of the total. Despite this, the amount spent on lodging by visitors on Waterfowl weekend represents more than half of the lodging spend in Easton for the entire month of November and over a quarter of total Talbot County spending in November1. 1Estimate based on 2018 lodging expenditures

The Economic & Cultural Impact of the 2019 Waterfowl Festival Festival Activity Participation & Attendee Satisfaction

Reasons for Attending & Other Events Enjoyed by Waterfowl Festival Attendees Primary Reason for Attending the Waterfowl Festival

30%

25% 20%

21% 18%

10%

12%

11% 3%

To enjoy the arts & support the To enjoy the sporting & outdoor To enjoy the cultural heritage & work of artists aspects traditions

Family Tradition

To support the conservation of To enjoy educational wildlife & landscapes opportunities for my children

Activity Participation Among Waterfowl Festival Attendees

80%

77% 60%

61%

40%

29%

20% 0%

Walking around town

Food and beverage vendors

Dining out at restaurants Activities in St. Michaels

12%

10%

Activities in Oxford

Brew and Oyster Brawl

7% Other

Waterfowl Festival Attendees Enjoy Food & Beverage, Art, and Dog-Related Activities Activities Offered at the Waterfowl Festival that are Important to Attendee’s Experience F&B and Fine Art are primary to attendees’ experience

Food and Beverage

70%

Fine Art Pavilions/Galleries

63%

Diving Dogs Competitions

56%

Retriever (Dog) Demos

49%

Sporting Vendors/Sportsman’s Pavilion

42%

Chesapeake Marketplace artists

38%

Music

35%

Antiques & Collecting (Buy Sell Swap & Artifacts Exhibit)

33%

Conservation Activities

27%

Raptor Demos

24%

Duck and Goose Calling Competitions

23%

Children’s and Family activities

17%

Yappy Hour

5% 0%

Dog competitions are a main attraction for many attendees

15%

30%

45%

60%

75%

Satisfaction with the Waterfowl Festival & the Food Offerings 89% of attendees were satisfied or extremely satisfied with the Festival

1% 7%

30%

1% 20%

59%

■Very Unsatisfied

■Unsatisfied

■Neutral

Interest in Various New Food & Beverage Activities at Future Festivals 50%

30%

33%

44%

40%

77% of attendees were satisfied or extremely satisfied with the food offerings

49%

Two-thirds of attendees are interested in more interactive food-related activities. 34%

32%

■Satisfied

■Very Satisfied

Overall, Waterfowl Festival attendees were extremely satisfied with the event with 9 out of 10 reporting that they were ‘satisfied’ or ‘very satisfied’ with the Festival. Overall satisfaction with the food offerings was relatively high with nearly 8 out of 10 attendees reporting that they were ‘satisfied’ or ‘very satisfied’ with the offerings. There is room for improvement, however, with only 44% responding that they were ‘very satisfied’ and 20% neutral in their satisfaction rating. More than one-third (32%) of attendees would like to see a cooking demonstration area and 34% are interested in a cooking competition.

20%

10%

13%

12%

A dinner/social event in the evening

Other

0% Farm to table event A cook-off of some Cooking kind demonstration area

Nearly 50% are interested in farm-to-table activities. These can be used to showcase the offerings of the Chesapeake Bay and Maryland’s Eastern Shore.

Net Promoter Scores and Likelihood of Attending the Waterfowl Festival Again How likely are you to recommend the Waterfowl Festival to friends or relatives?

7.8%

Detractors Passives

A Few Key Findings from the NPS Analysis for Waterfowl Festival:

17.8%

NPS

Promoters

The NPS for Talbot County Residents is 62 and the score for visitors is 74.

Repeat Visitors to Talbot County have an NPS of 83. First-time visitors to Talbot County had slightly higher NPS scores than repeat visitors at 86 vs 83 respectively.

74.4%

Net Promoter Score (NPS) is frequently used as a headline measure of customer loyalty. Years of research have pointed to NPS as being the singlemost correlated satisfaction metric with profitability1. The Net Promoter system divides respondents into three categories: Promoters, Passives or Detractors. The percentage of Detractors is subtracted from the percentage of Promoters to obtain the score.

As it applies to events or festivals, NPS is an important measure in determining who is likely to visit again and who is likely to promote your event to others. While it is certainly not the only visitor loyalty or satisfaction measure for event organizers to consider, it is one that should be tracked over time if organizers are looking to improve offerings to visitors, increase visitor activity and economic impact.

Of visitors who stayed overnight, those staying in Easton had one of the highest NPS scores at 90. Those who visited for the primary reasons of “enjoying the cultural heritage & traditions of the Chesapeake Bay & Maryland’s Eastern Shore” and “because attending is a family tradition” both had NPS scores of 86.

0 1Fred Reichheld, The

Promoters

Passives

Ultimate Question: Driving Good Profits and True Growth (Harvard Business Press, 2006)

Detractors

The Economic & Cultural Impact of the 2019 Waterfowl Festival Economic & Fiscal Impact Assessment

Waterfowl Festival’s Bottom Line in Talbot County and Maryland Economic Impact Summary of the 2019 Waterfowl Festival 2019 Metric

Direct

Indirect

Induced

Total

Total Unique Attendance1

15,120

Total Ticketed Attendance2

12,048

Total Unique Visitors3

6,833

Total Visitor Spending4

$2,976,210

Vendor Local Expenditures

$407,917

Waterfowl Festival Local Operating Expenditures5

$88,182

Total Visitor, Vendor, and Operations Spending Economic Impact (GDP) Wages Jobs

$3,472,308 $1,660,338

$423,851

$482,755

$2,566,944

$1,013,243

$295,095

$268,687

$1,577,026

Tax Receipts Total

$786,846

Tax Receipts Federal

$357,478

Tax Receipts State and Local

$429,368

Source: Rockport Analytics, Waterfowl Chesapeake, IMPLAN, Maryland Comptroller, Talbot County Office of Finance. 1 Number calculated based on tickets sold or given to volunteers/ sponsors along with the share of attendees traveling at least 50 miles whose primary reason for being in Talbot

County was the event and who did not yet have a ticket but were planning on buying one. 2 Includes the number of tickets sold during the event, the tickets sold online in advance of the event, and any complementary tickets given to volunteers and businesses as part of their sponsorship package. This number includes both Talbot County Residents and attendees from outside the county. 3Includes non-Talbot County attendees whose primary reason for being in the County was the event and who either stayed overnight or traveled a distance of at least 50 miles one way. 4 The visitor spending figures includes only dollars spent by “primary visitors” and it excludes the cost of event admissions. 5 Excludes salaries paid to event staff.

The Economic Progression of the 2019 Waterfowl Festival in Talbot County Expenditures by Visitors and Organizers

Contribution to Talbot County’s Economy

Value to Talbot County Businesses Direct Industry GDP $1.6 million

2019 @ $3.5 million

Expenditures include: Hotel, food and beverage (F&B), transportation, shopping, recreation, etc., from out-of-area visitors to Talbot County Local operating expenses by event organizer

Retained Talbot Co. Economy $2.6 million

Indirect & Induced Industry GDP

Minus Import Leakages -$905,000

Total Event-Supported Jobs* 48

$906,000

Talbot County retains about 74 cents of every dollar spent in the local area by visitors and organizers

Direct Industry GDP refers to businesses that serve Waterfowl Festival visitors (e.g. hotels, restaurants, retail, entertainment)

Leakages refer to goods & services that are imported into the region from outside due to insufficient local supply

Indirect & Induced GDP includes construction, business services, security services, equipment rental, etc.

*Full & part time jobs

Value Added of the 2019 Waterfowl Festival Activities Economic Impact of the 2019 Waterfowl Festival (Value Added/GDP) Industry (NAICS)*

Direct

Accommodation & food services Arts- entertainment & recreation Retail trade Real estate & rental Professional- scientific & tech services

Induced

Total

$922,825 $269,238 $247,562 $90,643 $48,583

$32,243 $11,362 $11,379 $74,027 $77,887

$30,228 $8,733 $46,973 $134,781 $27,979

$985,296 $289,333 $305,914 $299,451 $154,450

$32,133

$53,409

$15,677

$101,219

$30,226 $18,684 $235 $202 $8 $1,660,338

$25,721 $22,120 $36,444 $17,744 $1,590 $1,108 $30 $1,501 $7,622 $30,616 $17,431 $1,581 $36 $423,851

$8,874 $16,812 $31,408 $30,968 $587 $466 $18 $6,563 $3,498 $10,017 $2,224 $4,525 $102,422 $482,755

$64,821 $57,616 $68,088 $48,913 $2,185 $1,574 $48 $8,065 $11,120 $40,633 $19,655 $6,106 $102,458 $2,566,944

Administrative & waste services Transportation & Warehousing Wholesale Trade Finance & insurance Other services Manufacturing Ag, Forestry, Fish & Hunting Mining Utilities Construction Information Management of companies Educational services Health & social services Non NAICs & Government Total 2019

Indirect

Direct Businesses that serve Waterfowl Festival visitors

Indirect Supply Chain businesses that often do not fully appreciate the benefits that visitors bring to Talbot County

Induced Tourism-supported workers spend much of their wages locally creating benefits to virtually all local businesses

Source: Rockport Analytics, IMPLAN * North American Industrial Classification System (NAICS). For specific industry definitions, see www.census.gov Copyright © 2020 Rockport Analytics, LLC. All Rights Reserved.

Jobs Supported by the 2019 Waterfowl Festival Activities Economic Impact of the 2019 Waterfowl Festival (Employment) Industry (NAICS)*

Direct

Accommodation & food services Arts- entertainment & recreation Retail trade Transportation & Warehousing Administrative & waste services Professional- scientific & tech services Real estate & rental Wholesale Trade Other services Finance & insurance Manufacturing Ag, Forestry, Fish & Hunting Mining Utilities Construction Information Management of companies Educational svcs Health & social services Non NAICs & Government Total 2019

Indirect 18 7 6 2 1 35

Induced 1 1 1 1 1 7

Total** 1 1 1 1 6

19 8 7 3 2 1 2 1 1 1 48

Spending initiated by Waterfowl Festival visitors and organizers supported 35 direct jobs in Talbot County. An additional 13 jobs were supported by the tourism supply chain and other downstream businesses. More than half (51%) of the direct jobs supported were in the accommodations & food services sectors, both of which are sustained primarily by visitor spending. Spending by event organizers supported jobs in industries that are less often associated with visitor activity such as administrative & waste services, and professional-scientific & tech services.

Source: Rockport Analytics, IMPLAN *North American Industrial Classification System (NAICS). For specific industry definitions, see www.census.gov ** Numbers might not add due to rounding Copyright © 2020 Rockport Analytics, LLC. All Rights Reserved.

Wages Supported by the 2019 Waterfowl Festival Activities Economic Impact of the 2019 Waterfowl Festival (Wages) Industry (NAICS)*

Direct

Indirect

Induced

Total

Accommodation & food services

$535,769

$22,604

$19,044

$577,417

Arts- entertainment & recreation

$178,133

$7,925

$5,185

$191,243

Retail trade Real estate & rental Professional- scientific & tech services Administrative & waste services Transportation & Warehousing Wholesale Trade

$144,002 $54,194 $31,916 $31,593 $26,330 $11,041

$6,169 $34,246 $56,335 $44,362 $22,810 $11,960

$27,827 $11,970 $20,047 $12,935 $6,894 $7,463

$177,998 $100,410 $108,298 $88,890 $56,034 $30,464

$135 $124 $8 $1,013,243

$21,566 $16,826 $971 $1,000 $17 $238 $6,001 $25,778 $14,603 $1,650 $33 $295,095

$19,249 $29,864 $304 $456 $11 $3,037 $2,579 $5,282 $1,863 $4,932 $89,743 $268,687

$40,950 $46,814 $1,283 $1,456 $28 $3,275 $8,580 $31,060 $16,467 $6,583 $89,776 $1,577,026

Finance & insurance Other services Manufacturing Ag, Forestry, Fish & Hunting Mining Utilities Construction Information Management of companies Educational svcs Health & social services Non NAICs & Government Total 2019

In 2019, spending by visitors and event organizers generated a total of nearly $1.6 million in wages for Talbot County employees. Most of these local wages will continue to circulate through Talbot County as employees spend their dollars on goods and services in the local economy. The average wage of a Talbot County employee (part + full time) supported by event spending was more than $33,000. Wages paid to workers in sectors that directly support visitors such as Accommodation & Food Services made up roughly 53% of direct wages.

Source: Rockport Analytics, IMPLAN * North American Industrial Classification System (NAICS). For specific industry definitions, see www.census.gov

Fiscal Impact of the 2019 Waterfowl Festival 2019 Waterfowl Festival Tax Revenue Collections 2019

Federal – U.S. Corporate Income

$7,092 $122,020 $42,726 $185,640

2.0% 34.1% 12.0% 51.9%

Event-supported tax collections totaled nearly $787,000 with more than $357,400 going to federal taxes. Federal taxes represent roughly 45% of the overall tax collections.

$357,478

100%

Sales tax collections attributed to event attendees reached nearly $196,000. The state sales taxes collected represent roughly 45% of the total eventsupported state and local tax collections.

$2,741 $49,251 $2,270 $15,223 $4,002 $624 $195,979

1.0% 18.2% 0.8% 5.6% 1.5% 0.2% 72.6%

$270,089

100%

$28,894 $122,723 $5,198 $2,464

18.1% 77.0% 3.3% 1.5%

$159,279

100%

Personal Income Excise & Fees Social Security & Other Taxes Federal Tax Total

Share of Total

State – Maryland Corporate Income Personal Income Social Insurance Taxes Other Business Taxes Other Household Taxes & Fees MD Rental Car Surcharge Sales Taxes Maryland Tax Total

Local – Talbot County Hotel Occupancy Tax Property Taxes Rental Car Charges & Fees Other Licenses, Fines & Fees Local Tax Total Total Tourism-Supported Taxes

State & Local Tax Receipts Initiated by 2019 Waterfowl Festival Visitor and Operations Spending Reach $429,000.

The event contributed roughly $29,000 in hotel taxes and nearly $6,000 in state and local taxes & fees associated with car rentals. Hotel taxes represent more than 18% of event-initiated local tax collections. Event-supported visitor and operations spending generated nearly $18,000 in corporate income and other business taxes, comprising roughly 4% of state & local taxes. Event-initiated spending contributed 77% of local property tax collections. Property taxes are calculated by the IMPLAN model. The model allocates a portion of total property tax receipts based upon visitor’s contribution to residential wages and commercial revenue.

$786,846

2019 Waterfowl Festival Supported Tax Revenue Distribution of State Taxes Generated by the 2019 Waterfowl Festival

Distribution of Local Taxes Generated by the 2019 Waterfowl Festival

$270K

Corporate Income 1.0%

$159K

Personal Income 18.2%

Other Business Taxes 5.6%

Other Household Taxes & Fees 1.5%

Sales Taxes 72.6%

Rental Car Charges and Fees 3.3%

Social Insurance Taxes 0.8%

Property Taxes 77.0%

Other Licenses, Fines & Fees 1.5% Hotel Tax 18.1%

MD Rental Car Charges 0.2%

Contact

Rockport Analytics Annapolis, MD West Chester, PA

SUBSCRIBE MAGAZINE | BAY BULLETIN

BAY BULLETIN

TALK OF THE BAY

COLUMNS

BOATING

SPECIAL SECTIONS

SHOP

HOME / BAY BULLETIN / CHESAPEAKE SCENIC BYWAY DESIGNATED “ALL-AMERICAN ROAD”

RECENT STORIES

BAY BULLETIN RARE CHESAPEAKE DECOYS SELL AT AUCTION FOR UP TO $155K EACH

BAY BULLETIN MASKS ON COMMERCIAL BOATS: USCG TO ENFORCE NEW CDC DIRECTIVE

BAY BULLETIN FALLING ICE DAMAGES CARS, INJURES DRIVER ON BAY BRIDGE

BAY BULLETIN CHESAPEAKE SCENIC BYWAY DESIGNATED “ALL-AMERICAN ROAD”

BAY BULLETIN VA. ARTIST PARTNERS WITH BAY FOUNDATION ON FOOD-INSPIRED EXHIBIT

Chesapeake Country National Scenic Byway reaches Chesapeake City on the C&D Canal. Photo: Jennifer Advertisement Schmidt BAY BULLETIN

CHESAPEAKE SCENIC BYWAY DESIGNATED “ALL-AMERICAN ROAD” February 22, 2021

Maryland’s Eastern Shore was already home to the Chesapeake Country National Scenic Byway, a designated route running from Kent Island to Chesapeake City, and now the Shore is celebrating an even bigger national honor. The U.S. Department of Transportation Federal Highway Administration (FHWA) “America’s Byways” just announced the establishment of the Chesapeake Country All-American Road, a more than 400-mile route from Chesapeake City to Smith Island on country roads along the Chesapeake Bay’s edge. The Chesapeake Country All-American Road is one of 49 routes newly added to the National Scenic Byways Program. It’s the first time new All-American Roads and Scenic Byways have been added since 2009. The nonprofit group Scenic America initiated the push to bring back the federal program, allowing for new route nominations and government funding. The program recognizes roadways with “notable scenic, historic, cultural, natural, recreational, and archaeological qualities.” And it will give the Eastern Shore a significant boost in national visibility and tourism funds. “The

The previous Chesapeake Country National Scenic Byway (above) only recognized Queen Anne’s and Kent counties; the new All American Road (below) extends to Crisfield and Smith Island. Maps: Maryland Scenic Byways

National Scenic Byways Program brings new jobs, tourism, and other benefits to communities along these scenic roads, which are often located in parts of the country where such resources are desperately needed and harder to come by,” says Scenic America President Mark Falzone. And that desperate need is underscored by the serious blow the COVID-19 pandemic has delivered to small towns that depend on vacationers, festivals, and events. Sen. Ben Cardin (D-MD) was among the lawmakers leading the charge to pass The Reviving America’s Scenic Byways Act, restoring the program and $16 million in funding. “The inclusion of the Chesapeake Country AllAmerican Road in the National Scenic Byways network will open new doors for federal funding that can help Maryland communities preserve, showcase and monetize their historic, cultural, natural, recreational and tourism resources,” says Senator Cardin. The All-American Road designation expands the Shore’s nationally-recognized byway from only a twocounty stretch to the entire length of Maryland. And it’s a more prestigious title, elevating the significance of the Chesapeake Country Scenic Byway. Maryland Department of Commerce Office of Tourism’s Marci Ross tells Bay Bulletin, “An All-American Road must demonstrate two nationally significant intrinsic qualities and it must demonstrate its appeal to international markets…”The designation is a recognition of the one-of-a-kind authentic stories and experiences that are found only on and around the Chesapeake Bay.” The Eastern Shore counties and towns the Chesapeake Country route will pass through welcome the news with open arms. “The All-American Road designation simply tells people what we already know. The Eastern Shore of Maryland is a very special place,” said Cassandra M. Vanhooser, the Director of Economic Development and Tourism for Talbot County. “Not only is this national designation a source of tremendous community pride, it will help us present our assets in such a way that visitors can more easily experience them.” -Meg Walburn Viviano

Related Posts: Push Underway to Make Tidal

New Project to Map

Cruise "No Sail"

Great American

Rappahannock

Bay's African

Order Lifted, But

Outdoors Act to Fund

"Virginia…

American History

American Cruises…

Bay Region Parks…

CBM Homes | Beach Road Estate

Chesapeake Panfish

CHESAPEAKE BAY MEDIA

Crabs!

FOLLOW CBM

About Marinas Marine Services Books & Special Editions Finance & Insurance Boat Brokers Guide to Chesapeake Boatbuilders Subscribe

Chapter 26 MUSEUM BOARD § 26-1. Board established. The Mayor and Council may establish a Museum Board, with functions and duties herein provided. § 26-2. Membership; terms; vacancies. A.

The Museum Board shall consist of 13 members appointed by the Mayor and Council, of whom one shall be a Councilmember. The members shall be selected, as far as it is practical, with due regard to representation of all segments of the town's population and to all geographic portions of the town's area.

All members shall be appointed for four years from the Drst day of January of the year of their appointments or until their successors are appointed. The original members of the Museum Board, other than the Councilmember, when Drst appointed, shall be divided into three classes. The initial terms of those in the Drst class shall be four years; of those in the second class, three years; and those in the third class, two years.

Vacancies, except those at the expiration of a term, shall be Dlled in the same manner as the original appointments and for the unexpired term.

§ 26-3. O/cers. OEcers of the Museum Board shall be a Chairperson, a Vice Chairperson, a Secretary and a Treasurer, all of whom shall be elected from among the Museum Board's membership at the organization meeting in January. The terms of oEcers shall be two years or until a successor shall be elected and qualiDed. The duties of oEcers shall be set forth in the bylaws for the Museum Board. § 26-4. Personnel. The Museum Board, subject to the approval of the Mayor and Council, may from time to time employ such personnel as may be considered necessary to properly administer to the function of the Museum Board. § 26-5. Duties. The Museum Board, subject to budgetary policies, appropriations and approval of the Mayor and Council, shall be responsible for planning, organizing, directing and administering a Rock Hall museum and related programs, and shall:

26:1

§ 26-5

ROCK HALL CODE

§ 26-9

Initiate, adopt, direct or cause to be conducted or directed a comprehensive program for the accumulation, preservation and public display of materials, maritime articles and other artifacts of antique or historic value related to the Town of Rock Hall and surrounding areas.

Further the public interest, knowledge, understanding and appreciation of materials, maritime articles and other artifacts of antique or historic value related to the Town of Rock Hall and its historic background.

Receive property of all kinds, by bequest, gift, loan or lease, for use by the Museum Board in displays and related programs.

Plan and supervise all Museum Board programs and facilities.

Establish bylaws for its governance and conduct of business, and adopt rules and regulations governing use and access to Museum Board programs and facilities.

Submit to the Mayor and Council an annual report of the Museum Board's activities, together with recommendations for further activities and development of the Rock Hall Museum and related programs, and submit any other reports or documents pertaining to the duties of the Museum Board as may from time to time be requested by the Mayor and Council.

Perform any other duties as may from time to time be assigned by the Mayor and Council.

§ 26-6. Supervision and removal from o/ce. The members of the Museum Board shall be under the direction of the Mayor and Council and shall be subject to removal by the Mayor and Council. § 26-7. Compensation. The members of the Museum Board shall serve without compensation but shall be reimbursed for such expenses incurred in the performance if their duties as may be approved by the Mayor and Council. § 26-8. Scope of Museum Board programs. The Museum Board may, subject to the approval of the Mayor and Council, join or cooperate with the federal government, the State of Maryland, Kent County and any other governmental agency, not-for-proDt organization or citizen group in fulDlling its duties under this chapter.

26:2

§ 26-9

MUSEUM BOARD

§ 26-11

§ 26-9. Existing museum. The existing Rock Hall Museum and all current inventory and programs related to the Rock Hall Museum shall come under the jurisdiction of the Museum Board in accordance with the provisions of this chapter. § 26-10. Rules and regulations. The Museum Board is authorized to adopt reasonable rules and regulations governing access and use of facilities and programs under their control. Such rules and regulations shall be appropriately promulgated by the Museum Board. § 26-11. Recitals. The Recitals to this Ordinance No. 00-04 are incorporated herein and deemed a substantive part of this chapter, as follows: WHEREAS, in 1976, through the inspiration of the late Robert J. Johnson and the cooperation of the Rock Hall community, the Rock Hall Historical Museum was founded; and WHEREAS, in 1978, the "Rock Hall Museum" was formally organized with the adoption of bylaws and the formation of a governing board of directors; and WHEREAS, the purpose of the Rock Hall Museum was to "organize and operate a museum exclusively for educational and historical purposes" and for "the preservation of materials relating to the Rock Hall area together with other maritime articles and exhibits and all other artifacts of antique or historic value" and "to display and exhibit the same, not for proDt, but to further the public interest, knowledge, understanding and appreciation of such material and its related historic background;" and WHEREAS, the Town of Rock Hall has been asked to assume responsibility for the administration, inventory and oversight of the Rock Hall Museum, including the transfer of funding from the private Rock Hall Museum organization; and WHEREAS, pursuant to Section 502 of the Charter, the Mayor and Council are speciDcally authorized in Subsection 12 to "provide, maintain and operate community and social services for the preservation and promotion of the health, recreation, welfare and enlightenment of the inhabitants of the Town," and in Subsection 16 to create agencies of the Town government; and WHEREAS, the Mayor and Council of the Town of Rock Hall, for the good and welfare of the community and visitors to the Town, deem it necessary and appropriate to add Chapter 11 of the Code of the Town of Rock Hall for the purposes of enabling the establishment of a Museum Board.

26:3

EASTERN SHORE HERITAGE, INC. STORIES OF THE CHESAPEAKE HERITAGE AREA CONFLICT OF INTEREST POLICY SECTION 1.

POLICY

Eastern Shore Heritage, Inc. (ESHI) is the managing entity for the Stories of the Chesapeake Heritage Area and is a nonprofit, tax exempt organization. Maintenance of its tax-exempt status is important both for its continued financial stability and for public support. Therefore, the IRS as well as state regulatory and tax officials view the operations of the Eastern Shore Heritage Inc as a public trust, which is subject to scrutiny by and accountable to such governmental authorizes as well as to members of the public. Consequently, there exists between Eastern Shore Heritage Inc and its board and officers and the public a fiduciary duty, which carries with it a broad and unbending duty of loyalty and fidelity. The board and officers have the responsibility of administering the affairs of the Eastern Shore Heritage Inc and the Stories of the Chesapeake Heritage Area honestly and prudently and of exercising their best care, skill, and judgment for the sole benefit of Eastern Shore Heritage Inc and the Stories of the Chesapeake Heritage Area. The duty of loyalty requires that board members can never put their personal interest before those of the organization. The duty of loyalty requires that board members be very conscious of conflict of interest; situations where there is a real or apparent conflict between the interest of a board member and the interest of the organization. Conflict of interest may arise in a variety of ways. Some of the more common are: situations where a board member or immediate member of the board members family, use information gleaned as a board member for personal benefit. Board members are urged to err on the side of caution and report even doubtful situations of this nature in order to avoid unnecessary embarrassment. SECTION 2.

PROCEDURE

To assist board members in adhering to their duty of loyalty, the following procedures are in effect. During the board members term of office if a matter arises that poses a possible conflict of interest for the board member that board member shall promptly notify the President of the Board in writing of the possible conflict. In addition, that board member shall make available to the board any information that the board member may have about the matter at issue and then promptly excuse him or herself from any board discussion and /or vote on the matter at issue. Board minutes shall note the disclosure of a conflict of interest and the adherence to procedures required of board members by the Policy Statement regarding Conflict of Interest.

EASTERN SHORE HERITAGE, INC. CONFLICT OF INTEREST DISCLOSURE STATEMENT

Name: _______________________________________________________________ Capacity:

_________ Board of Directors _________ Executive Committee _________ Officer _________ Committee Member _________ Staff (position) _________

I HEREBY CONFIRM that I have read and understand Eastern Shore Heritage Inc’s conflict of interest policy. I am not presently involved in any transaction, investment, or other matter in which I would derive any financial profit or gain, directly or indirectly, as a result of my membership on Eastern Shore Heritage, Inc. board or committee. Further, I agree to follow the disclosure procedures described in the policy if during my time in office I become aware of any conflict of interest. _________________________________________

____________________

Signature

Date

I have the following potential Conflicts of Interest:

_________________________________________

____________________

Signature

Date

Project Lawn Mower

Estimated Project Start Grant Writer Project Cost Date $32,692.00 $32,692.00 ASAP V Mann

Grant or Grant Type Loan Grant Federal

USDA

V. Mann

Grant

Foundation

Chesapeake Bay Trust

N/A

V. Mann Mayor Jacobs V. Mann V. Mann

Grant Grant Grant Grant

State Foundation Non-profit State

MD DHCD- Legacy Mid-Shore Rural MD Council CDBG

0 0 75% 0

N/A N/A April, 2021 N/A

ASAP

V.Mann

Grant

Foundation

Chesapeake Bay Trust

Jun-21

V. Mann

Grant

State

DNR-CPP

Beach Grasses

$6,088.00

ASAP

Town Hall Roof

$487,000.00 $478,000.00

ASAP

Community Green Civic Ctr. Drainage

TBD $219,760.00

Town Of Rock Hall - General Fund Projects Non-Museum Projects Possible Grants Grant Match % Application Expected Award LoI Deadline Requirement Deadline Date 25% N/A N/A ASAP

Name of Source

Ditch Rehabilitation

TBD

V. Mann

Grant

State

CDBG

LED Street Light

TBD

V. Mann

Grant

Corporate

Verizon

Beach Boardwalk

TBD

V. Mann

Grant

State

DNR-CPP or CBT

19dc3a7243b8023f197e3f010d7a4f81 Non-Museum Projects

8/4/2020

ASAP

10/15/2020 10/1/2020 July, 2021 July, 2021

N/A

Request Amount $24,519.00

Matching From Town $8,173.00

Other Matching 0

Other Matching Sources N/A

Date LoI Filed N/A

Date Application Filed 12/7/2020

$6,088.00

N/A

8/4/2020

ASAP ASAP Sep-21 21-Oct

$250,000.00 $478,000.00 $119,500.00 $478,000.00

0 0 $358,500.00 0

0 0 0 0

N/A N/A N/A N/A

10/14/2020 email- 10/5/2020 N/A N/A

3/4/2021

Jun-21

TBD

N/A

Aug-21

Mar-22

$219,760.00

N/A

July, 2021

Oct-21

TBD

N/A

TBD

N/A

TBD

N/A

TBD

N/A

2/23/2021 6:47 PM

Project Collection Strategy

Estimated Project Start Grant Writer Grant or Loan Project Cost Date $40,000.00 ASAP V. Mann Grant

Grant Type

Name of Source

State

MHAA

Town Of Rock Hall - General Fund Projects Museum Projects Possible Grants Grant Match % Application Expected Award LoI Deadline Requirement Deadline Date 50% 1/29/2021 3/8/2021 Jul-21

Request Amount $20,000.00

Matching From Town $20,000.00

Other Matching N/A

Other Matching Sources N/A

Date LoI Date Application Filed Filed 1/27/2021 N/A

Tolchester Nikki Base Rock Hall Museum Marine Restoration Watermen's Museum OTHER Heritage related funding sources for Museum Board Projects Preservation Maryland Grant State Bartus Trew Foundation Grant Foundation Eastern Shore Heritage Grants - $70k/year - usually 4 awards/year Mid Shore Community Foundation Grant Foundation Maryland Historic Trust Capital Program Grant State Schumann Foundation Grant Foundation

19dc3a7243b8023f197e3f010d7a4f81 Museum Projects

10% 50%

N/A N/A

3/19/2021 6/15/2021

Jun-21 Sept. 2021

$10,000 maximum $5-20,000

N/A 50% N/A

N/A N/A N/A

10/1/2021 3/22/2021 2/28/2021

Nov. 2021 Jun-21 Oct-21

No limit $100,000 maximum No limit

2/23/2021 6:47 PM

Robert J. Forloney 101 West Marengo Street St. Michaels, Maryland 21663 410-463-2293 robert.forloney@gmail.com

December 2020 PROFESSIONAL EXPERIENCE: Cultural Institution Consultant

June 2000 – Present

University of Delaware

August 2018 to Present

Adjunct Faculty for Museum Studies Program

Johns Hopkins University

December 2017 to Present

Adjunct Faculty for Museums and Society

Goucher College: Welch Center for Graduate Studies Adjunct Faculty for multiple graduate programs

October 2013 – Present

Chesapeake Bay Maritime Museum Director of the Center for Chesapeake Studies Director of Education

October 2011 – November 2014 September 2006 – July 2010

Museum of Modern Art Freelance Educator- Community Access

June 2006 – September 2006

American Museum of Natural History Researcher- North American Archaeological Lab

September 2005 – June 2006

South Street Seaport Museum Collaborative & Special Needs Educator

February 2004 – June 2006

The Morgan Library & Museum Anthropology Specialist/ Museum Educator

August 2004 – June 2005

Museum of the City of New York Manager of School and Volunteer Programs Learning Programs Coordinator Peer Docent Coordinator

February 2002 – January 2004 September 2000 – February 2002 May – August 2000; & May – August 2004

New York City Museum School Brooklyn Museum of Art Liaison

August 1998 – September 2000

Brooklyn Museum of Art Gallery Studio Instructor Museum Education Fellow

February 2004 – May 2004 September 1997 – June 1998

ACADEMIC PREPARATION: MA in Humanities and Social Thought Draper Interdisciplinary Program- New York University New York City, New York, 2006 Concentrations: Regulation of Space, Cultural Anthropology, Historic Archaeology

BFA in Fine Arts/Sculpture Parsons School of Design/New School for Social Research New York City, New York, 1996 Minor: Art History Concentrations: Cultural Studies and Anthropology

New York State Education Certification K – 12 Bank Street College of Education New York City, New York, 1996 Concentrations: Child Development, Student-Orientated Teaching and Assessment

CONSULTING: National Park Service- Chesapeake Bay & Colonial Offices, October 2016– Present Serve as an interpretive consultant in diverse ways for multiple NPS sites and partners in Maryland, Virginia and Pennsylvania. Assist NPS with creating relevant and engaging interpretive products including exhibitions, experiential activities, thematic tours and interpreter training. Partner with community stakeholders to include a wide variety of perspectives valued by different groups. Act as lead planner in strategic planning for new site. Maryland Humanities/Smithsonian Institution, June 2016– Present Serve as capacity building consultant for the Museum on Main Street program partnership with the Smithsonian Institution. Assist small museums across Maryland develop community-based exhibitions in relation to The Way We Worked, Water/Ways and Voices & Votes by leading workshops and providing technical assistance. Kennard High School Cultural Heritage Center and African American History Museum, April 2016– Present Develop, design and install innovative exhibitions that tell the story of the African American experience on the Eastern Shore of Maryland and the history of “colored schools” in particular. Conduct oral history interviews for inclusion in interactives, assist with community research and integrate social history into new displays. NOAA/Oxford Cooperative Laboratory, May 2019– September 2020 Facilitate visioning workshops with lab scientists in order to develop engaging, portable exhibitions about their research to be utilized at a variety of outreach events with diverse audiences. St. Mary's Community Development Corporation, May 2019– October 2019 Research, develop and design interpretive display about local history, segregation, integration and the role that the military played in the creation of separate communities in Southern Maryland. Susquehanna Heritage, Phase 1: May 2016– September 2016; Phase 2: September 2017– January 2019 Identify key take-aways, engaging stories and develop programming (including exhibitions, tours and experiences) in order to enhance the visitor experience in the heritage area and integrate with the Captain John Smith trail. Enable staff to build capacity for more engaging and visitor-centered interpretive approaches. Paterson Great Falls National Historical Park, December 2017– August 2018 Provide interpretive planning services in support of developing the Vista Park Master Plan. Design and facilitate discussions pertaining to the visitor experience for a series of partner workshops including stakeholders and government representatives. Work with team to develop a range of conceptual options and park alternatives. Upper Housatonic Valley National Heritage, September 2017– February 2018 Oversee a comprehensive planning process to develop a clear and innovative plan for use in a nationally significant heritage area. Work with a partnership of diverse museums, historic sites, tribal communities and government representatives to identify target audiences as well as effective interpretive strategies, determine which overarching concepts best represent local narratives and align available resources to interpretive themes. Sandy Spring Museum, March 2015 – August 2017 Serve as folklorist, conducting fieldwork in order to collect oral histories about folklore traditions practiced in the community. Develop and implement a folk festival incorporating the diverse cultures represented in the region as well as a variety of traditional practices, into performances, exhibits and experiential activities for a multi-generational audience. Curate the exhibition Objects of Significance about the early settlement of Sandy Spring, migration patterns over the years and new immigrant groups with input from community partners. Fire Museum of Maryland, January 2017– February 2017 Conduct Board training to analyze institutional objectives and their relation to long term planning. Offer critique of current interpretation and suggest ways that FMM might integrate best practices. Assist Board with understanding strategic planning process, role of programming and tools for financial sustainability. Jefferson Patterson Park & Museum, September 2015 – June 2016 Construct, coordinate and implement oral history project in relation to the Patterson family as well as the historic site. Advise organization on best possible platforms to integrate original research into public programming. American Folklore Society and Maryland Traditions, October 2015 - May 2016 Conduct research, analyze data and write report for national publication. The Nationwide Folklore Programs Study: understanding the infrastructure of the field in 2015 serves as an operational survey of the folklore field

in the United States today bringing together information on each State folklore program’s funding structure, budget and staff size, programming priorities, as well as its physical and operational structure. Maryland State Arts Council, June 2013 - May 2016 Serve on Advisory Panel reading and assessing grant proposals for the Folk & Traditional Arts program. Review, score and recommend which projects should receive grants according to funding requirements. National Park Service- Chesapeake Bay Office, February 2015 – July 2015 Develop, coordinate and implement an interpretive training program to support guides, partner site staff, docents and professionals in improving visitors’ experiences for the region’s historic trails system. Washington College, August 2010 & August 2011 Developed and implemented multiple day orientation for the Center for Environment and Society’s interdisciplinary partnership- the Chesapeake Semester. Acting as a field school, this program included conversations with various tradition bearers, crafts people and artists, experiential learning aboard vessels, exhibit exploration as well sessions about cultural sustainability. Tilghman Watermen’s Museum, August 2010 Advised a new community-based museum on ways to commemorate the work and traditions of Island watermen as well as strengthen the Island community by establishing an institution centered on heritage-related activities. State Education Department, New York State, November 2002 – September 2006 Appointed by Commissioner of Education, New York State. Co-Chairing the Task Force on Education for the Advisory Council on State and Local History, a group that is to advise the Commissioner on the effectiveness of current services offered by the State Education Department to promote the study of history, on gaps in those services and on ways to strengthen them. The Morgan Library & Museum, April 2006 – August 2006 Created an award winning pilot program (The American Architectural Foundation) with Morgan staff and the Salvadori Center focusing on architecture, exclusivity and the institution’s recent Renzo Piano expansion. Manhattan Borough Historian, New York City, September 2005 - September 2006 Appointed to the Manhattan Borough President’s Society of Student Historians’ Advisory Council, as Advocacy Task Force Chair. Create an organization that will encourage greater understanding of the City through activities that stimulate curiosity and enhance a sense of place while promoting awareness of historical institutions. The Center for Arts Education, December 2002 & December 2003 Served on Peer Advisory Panel reading and assessing proposals for the Parents as Arts Partners grant program. Review, score and recommend which projects should receive grants according to funding requirements. Educational Enterprise Zone/New York Institute of Technology, July 2002 Worked along with the InterCounty Teacher Center and EEZ/NYIT to introduce teachers to distance learning, utilize technology in their classrooms, and develop a Videoconferencing Curriculum tied to NYS standards. Community School District 6 / New York City Board of Education, December 2001 - June 2002 Acting as a teacher consultant to help create techniques for analyzing historical and visual documents online. Aiding project team to help students build an online “virtual museum exhibition” about their local community. Albany Institute of History and Art, November 2001 Identified themes and issues, recommended objects and images and suggested programming for the innovative, new exhibition “Colonial Albany and the Foundation of American Urban Society.” The Brooklyn Expedition, March 2001 Worked with The Center for Children and Technology/Education Development Center, Inc., to critique the existing website (www.brooklynexpedition.org), suggest a variety of ways for potential growth and provide a teacher/student perspective for this collaboration between the Brooklyn Museum of Art, the Brooklyn Children’s Museum and the Brooklyn Public Library. The Center for Arts Education, June 2000 Presented and participated in discussions focusing on ways of assessing student created artwork at “Looking at Student Work” conferences.

STRATEGIC & INTERPRETIVE PLANNING: American Alliance of Museums, May 2017 – Present Serve as Peer Reviewer for both the Accreditation and Museum Assessment programs evaluating cultural institutions and assisting in the development of best practices for the preeminent national organization. Historical Society of Baltimore County, April 2020 – Present Oversee strategic planning process including coordination with board and staff, utilization of stakeholder input tools, engaging local partners, facilitating virtual meetings and assisting with writing final plan. Old Wye Mill, Phase 1: July 2019 – May 2020; Phase 2: July 2020– Present Act as lead on team undertaking a comprehensive planning process to identify target audiences, determine which overarching concepts best represent engaging local narratives, select themes and write interpretive plan. Ward Museum of Wildfowl Art, June 2019 – December 2019 Develop clear and effective interpretive strategies for use with diverse visitors in order to create a guide for later phase of implementation, capacity building, and the creation of innovative programming. Waterfowl Chesapeake, June 2019 – October 2019 Organize community partners to expand the reach of the organization, attract additional audiences and establish new traditions as part of 50th anniversary commemoration. National Park Service-Washington-Rochambeau Revolutionary Route National Historic Trail, September 2019 Facilitated workshops with partners to determine potential visitor experiences along trail in different states. Accokeek Foundation, Inc., Phase 1- March 2018– August 2018; Phase 2- September 2018– May 2019 Oversaw interpretive planning process to incorporate marginalized stories identify, target audiences, determine which overarching concepts best represent engaging local narratives, and select interpretive themes. Fire Museum of Maryland, January 2017– February 2017; February 2019 Assist Board to analyze institutional objectives, role of programming and tools for financial sustainability. Delmarva Discovery Museum, October 2018 – December 2018 Oversaw comprehensive planning process to develop effective interpretive strategies for exhibits and programs. Maryland State Arts Council, May 2017 – January 2018 Coordinated an interdisciplinary team of college professors to gather information conduct research, and analyze data in order to develop three potential models for a new state folklife center which incorporates possible funding structures, budgets and staff, programming priorities, as well as the physical and operational structure for each. Serve as Community Coordinator to secure community input and promote stakeholder engagement. Eastern Shore Heritage, Inc., November 2013; November 2018 Developed new strategic plan for the organization as Board Member and President Patapsco Heritage Greenway, Inc., April 2018 Facilitated Board retreat to develop new strategic objectives tied to comprehensive management plan Laurel Historical Society, Inc., November 2017 Facilitated Board retreat to review institutional vision and begin strategic planning process Chesapeake Bay Maritime Museum, February 2009 – July 2010, September 2013 – April 2014 One of lead planners for CBMM’s Long Range Plans as well as developer for new Interpretive Plan Maryland Humanities Council, July 2013 Selected as a community leader to serve on panel developing strategic plan for the organization Waterfowl Festival, December 2010 – May 2011 Participant in strategic planning stakeholders meetings as well as on separate Corporate Identity Committee Talbot County YMCA, September 2009 Contributor at visioning sessions in relation to development of new community YMCA

Maryland State Arts Council, July 2008 “Imagine Maryland” strategic planning/ cultural planning initiative at Academy Art Museum Talbot County Free Library, February – March 2008 Member of Strategic Planning Committee for expanded library building and community programming

LECTURER: University of Delaware, September 2018 to Present Teach Grant Writing for Museums and Historical Properties courses for the Museum Studies graduate program Johns Hopkins University, April 2013 to Present Teach multiple courses for Krieger School of Arts and Sciences; Intro. to the Museum: Issues and Ideas annually Goucher College, October 2013 to Present Teach multiple courses for Cultural Sustainability and Environmental Studies graduate programs includingExhibits: Real & Virtual; Topics and Issues in Cultural Sustainability; Environment, Culture and Community; and Interpretive Planning and Project Management Virginia Tourism Corporation, January 2018 – Present Teach classes on interpretive methodologies for Virginia Certified Ecotour Guide Program Road Scholar, May 2019 Acted as guide exploring indigenous as well as Hispanic cultural traditions in Albuquerque, Taos and Santa Fe Academy of Lifelong Learning, October 2012 – October 2014 Taught Continuing Education courses on sacred architecture, devotional spaces and traditional folk arts Washington College, August 2009 – November 2014 Served as faculty for Chesapeake Semester interdisciplinary program- Center for Environment & Society Towson University, January 2014 Presented Fundraising for Cultural Institutions for the Museum Studies Program Notre Dame University of Maryland, April 2013 Conducted class for the Renaissance Institute focusing on maritime traditions and contemporary issues Howard Community College, June 2013 Taught day long course on Chesapeake Bay history and cultures Goucher College, January 2011 & February 2013 Developed workshops on folklife research, sustainable foodways and interpreting traditional cultures Evergreen Cove Holistic Learning Center, May 2011 – May 2012 Sacred Architecture; Painted Prayers: A Survey of Spiritual Art; Coded in Thread: The Art of Devotion

SAMPLE OF PRESENTATIONS: “Strategies for Making Heritage Sites Accessible” Presented for the Four Rivers Heritage Area - virtually, May 2020 “Beyond the Ramp: Making Your Heritage Site More Accessible” Presented for the Stories of the Chesapeake Heritage Area - virtually, April 2020 “Heritage Areas: Allies of Agents of Change” Presented for the Small Museum Association Annual Conference, February 2019 “Cultural Representation and Public Programming: Making Meaning in Museums” Presented for the Society for Applied Anthropology Conference, Pennsylvania, April 2018

“Shaping Your Brand: e-Portfolios as a Means of Communications” Presented for the Small Museum Association Annual Conference, February 2018 “Creating Experiential Programs and Hands-on Activities” Presented for the National Park Service in Chincoteague, Virginia, September 2017 “Diverse Voices: Engaging Immigrant Communities Through Collaborative Programming” Presented for the Mid-Atlantic Association of Museums annual conference in Delaware, October 2016 “Beyond the Ramp: Making Your Heritage Site More Accessible” Presented for the Stories of the Chesapeake Heritage Area at the Museum of Rural Life, June 2016 “Innovating With Tradition: Engaging Communities Through Festivals, Exhibits & Programs” Presented for the Small Museum Association Annual Conference, February 2016 “Appropriəte or Appropriāte: Issues in Interpretation” Presented for B’more Historic Unconference at the Maryland Historical Society, September 2015 “Writing for the Field: Good for You, Good for Us.” & “#Activism: Cool as Ice or All Dried Up?” Presented for the Small Museum Association Annual Conference, February 2015 “Navigating Freedom: Integrating New Research on the War of 1812” Presented for the Eastern States Archeological Federation Annual Meeting, October 2014 “The Social Responsibility of Museums” Presented for B’more Historic Unconference at the Maryland Historical Society, October 2014 “Creative Innovation: 30 Ways to Attract New Audiences & Engage the Public” Presented for the Small Museum Association Annual Conference, February 2014 “Talking About It: The Dialogic Museum as a Center for Community Conversations” Presented for the annual Mid-Atlantic Association Museums conference at the Smithsonian, October 2013 “My Community is Not Your Community” Presented for the Maryland Historic Trust/Maryland Humanities Council conference, Dialogue & Demographics in the Visitor-Centered Museum and Library, at Historic London Town and Gardens, January 2013 “Other Voices: Including Communities in Programming, Events & Exhibits” Presented for the B’more Historic Unconference at the Maryland Historical Society, October 2012 “Train the Trainer: Creating a Successful Interpretation Program” Presented at Adkins Arboretum for National Park Service Chesapeake Gateways Program, April 2008 “Know Your Museum’s Collections” Presented for the Dorchester County Docent Training Program at La Grange Plantation, March 2007 “It's About Access: Awareness, Programming and Institutional Development” Presented at It’s About People: Museums, Families and Communities Upstate History Alliance & Museum Association of New York Annual Conference, April 2006 “Language and Communicating about Visual Art” Presented at Art Beyond Sight: Multi-Modal Approaches to Learning Art Education for the Blind conference at the Dahesh Museum of Art October 2005 “’TAHG Your It’ Federal Funding Brings New York City Resources to Teachers” Presented at Teaching New York City History in K-12 Schools Biannual Conference for the Gotham Center at the City University of New York Graduate Center, May 2003 “Volunteers as Educators: Utilizing Volunteers for Museum Education” Presented at the Jewish Museum for the New York City Museum Educators Roundtable, January 2003

“Artistic Development in Children” Presented in association with the New York University Child Study Center, November 2002 “Teaching Colonial American History with Primary Sources and Material Culture” Presented at the National Council for History Education Annual Conference, October 2002 “Visual Literacy: Utilizing Objects and Images in the Classroom” Presented at the Assistant Principals’ and Coordinators’ Meeting held by the Office of the Superintendent of Manhattan High Schools, July 2002 “Museum Collaborations for Effective Access” Presented for the Museum Access Consortium at the New York City Museum Educators’ Roundtable Annual Conference, May 2002 “Integrating Visual and Performing Arts into All Curricula” Presented at Professional Development meeting for CSD 6 Project Arts Coordinators, January 2002 “Utilizing Cultural Institutions When Teaching” Presented for New York City Teaching Fellows at Pace University, November 2001 “Take A Good Look!” Presented at "October Conference for Teachers" held at New York State Historical Association, October 2001 “Teaching New York City History” Presented at Gotham History Festival, Biannual Conference for the Gotham Center at the City University of New York Graduate Center, October 2001 “Reality Check: Teachers, Classrooms and Museums” Presented at a colloquium on the Brooklyn Expedition held by The Center for Children and Technology/Education Development Center, Inc., March 2001 “The Connection between Visual Literacy and Secondary Social Studies” Presented at a meeting for District 75 Office of Instruction and Professional Development, February 2001 “Using Objects and Images to Engage Special Needs Students” Presented at Professional Development Workshop, All Borough High School Offsite Services, December 2000 “Interdisciplinary Teaching: Integrating the Visual and Performing Arts with other Curricula” Presented at the Annual Project Arts Coordinators’ Conference, September 2000 “Introduction to Teaching in the American Paintings and Decorative Arts Galleries” Presented at the Summer Teacher Institute held by the Brooklyn Museum of Art, July 2000 “Using Artwork as a Means of Authentic Assessment” Presented at Protocols for Assessment Meeting held by the Center for Arts Education, June 2000 “The Collaborative Process: Ways Teachers Can Utilize Cultural Institutions” Presented at Mentor Teachers’ Program held by the American Social History Project, April 2000 “Using Object Observation as a Teaching Tool” Presented at Website Workshop Series held by the Brooklyn Expedition, May 1999 “NYC Partnerships – The New York City Museum School Curriculum at the Brooklyn Museum of Art” Presented at Cross Site Gathering held by the Center for Arts Education, April 1999 Presented more than 35 other lectures for teachers, administrators and librarians focusing specifically on interdisciplinary learning, object based teaching strategies, visual literacy and the skills that they addresses when using primary sources for research.

SAMPLE OF PROFESSIONAL DEVELOPMENT WORKSHOPS: “Let’s Get Virtual” Series of three, virtual workshops – developing websites, on-line exhibits and virtual tours Presented for Maryland Historic Trust in partnership with Washington College, May – June 2020 “Obtaining and Retaining Volunteers” Presented for the Stories of the Chesapeake Heritage Area at Adkins Arboretum, October 2019 “Fisheries and Communities: Perspectives, Policy and Preservation” Presented for NOAA Environmental Science Training Center, March 2018 “Chesapeake Connections: Training for Impactful Visitor Experiences” NPS workshop series for museum professionals in multiple Virginia locations, September - November 2017 “Improving Your Chances: Writing (& Managing) Stronger Grants Presented for Maryland Heritage Areas Authority, November 2017 “Accessibility Matters! Best Practices Workshop” Presented for the Four Rivers Heritage Area at the Historic London Town & Gardens, September 2016 “Using Objects in Museums” Presented for the Maryland Historic Trust/Institute of Museum and Library Services professional development series, Creating a Visitor-Centered Museum, June 2015 Writing and Managing Successful Grants Presented for Stories of the Chesapeake Heritage Area, November 2014 Facilitating Student Research through National History Day and Project Based Learning Presented for Talbot County Public Schools, September 2014 “WHO is Telling Your Story?” Presented for the Bmore Historic Unconference at the Maryland Historical Society, October 2013 “Humanizing History: Making Your Interpretive Programs Engaging” Presented for a National Park Service conference, Telling the Untold Stories along the Star Spangled Banner Historic National Trail, at Harford Community College, April 2013 The Show is On: Best Practices for Interpretation, Volunteer Interpreter Workshops Chesapeake Gateways Volunteer Interpreter Training, October & November 2007 “The Show is On: Utilizing Interpretive Methodologies to Convey a “Sense of Place” Adkins Arboretum Volunteer Interpreter Training, November 2007 “Out of Doors: Object Based Activities in Gardens, Parks and Neighborhoods” Museum Education Workshop Presented at the Museum of Modern Art for the New York City Museum Educators’ Roundtable Annual Conference, May 2005 Making Interdisciplinary Instruction Work, Art Teacher Workshop Annual Artworks Conference for the New York City Art Teachers Association, November 2003 Mapping Your World (Utilizing Cartography and Architecture), Teacher Workshop Museum of the City of New York, October 2003 Using Objects, Images and Newspapers as Primary Resources, Teacher Workshop Queens Museum of Art with The Daily News, November 2002 Artistic Development in Children for The Day Our World Changed: Children’ s Art of 9/11, Parent/Teacher Workshop Museum of the City of New York, October 2002 Saturday in the Park With…, Teacher Workshop Channel Thirteen/WNET; MCNY; Central Park Conservancy Event, March 2002

Going Beyond Textbooks, Librarian/Teacher Workshop Series Connecting Libraries and Schools Program/New York Public Library, January 2002 Using Visual Literacy and Object Observation Strategies in the Classroom, New Teacher Workshop Community School District 4 Teaching Fellows, November 2001 Making Interdisciplinary Instruction Work, Art Teacher Workshop Annual Artworks Conference for the New York City Art Teachers Association, November 2001 Using Artwork as Tools for Historical Research, Art Teacher Workshop Community School District 20 Art Teachers, October 2001 Using Museums as an Instructional Resource, Administrators Workshop Office of the Superintendent of Manhattan High Schools, October 2001 Legacy Banners: Celebrating the CAE Partnerships Museum Educator/Teacher Workshop Cross Sites Meeting held by the Center for Arts Education, May 2001 Colonial America, Social Studies Teacher Workshop Brooklyn Museum of Art, January 2001 Teaching Special Needs Students: Using the Museum as a Resource, Special Needs Teacher Workshop Community School District 85, December 2000 Making Sense of the Museum Environment, Principal Workshop Bank Street Principals’ Institute, December 2000 Making Interdisciplinary Instruction Work, Art Teacher Workshop Annual Artworks Conference for the New York City Art Teachers Association, November 2000 Conducted over 40 other professional development workshops for teachers, administrators and librarians focusing on visual literacy, object observation, Document Based Questions, using primary sources and integrating arts across curricula.

PUBLICATION: Shaping a New Assessment on Museum Education and Interpretation, June 2019. Authored blog posting for the American Alliance of Museums discussing participation in the convening of a cohort of experts to identify the needs as well as opportunities in the field to inform the development of a new MAP Assessment on Education & Interpretation. https://www.aam-us.org/2019/06/14/shaping-a-new-assessment-on-museum-education-and-interpretation/ Nationwide Folklore Programs Study: understanding the infrastructure of the field in 2015, authored operational survey for Maryland State Arts Council of the folklore field in the U.S. bringing together information on each State program’s funding structure, budget and staff size, programming priorities, as well as its physical and operational structure. http://c.ymcdn.com/sites/www.afsnet.org/resource/resmgr/Best_Practices_Reports/Forloney_US_Folklife_Infrast.pdf Integrating Anthropology: Cultural Representation, Public Programming, and the Production of Knowledge in Museums Today, Author. Practicing Anthropology, Volume 37, Issue # 3: p. 62 - 64. Article in the Society for Applied Anthropology's peer reviewed journal for a special issue focusing on- Contemporary Work in Museums. http://sfaajournals.net/doi/abs/10.17730/0888-4552-37.3.62 State of the Oyster: Community Conversations on the Shore, Authored blog posting for the Maryland Humanities Council’s “Let’s Be Shore” program. Explains the Chesapeake Bay Maritime Museum’s State of the Oyster initiative that focuses on the status of the fishery and its past, present, and future significance to different Bay communities. Scheduled for four afternoons winter 2013, these programs posed the question of whether and how oyster production can continue as a backbone of the region’s culture and economy. http://www.mdhc.org/blog/?p=931#.UgmktxZu820

Chesapeake Log, Co-author with various staff at the Chesapeake Bay Maritime Museum. In this quarterly of the CBMM, write articles and other pieces about the research and programs undertaken by the Breene Kerr Center for Chesapeake Studies. Mailed to more than 8000 members and donors throughout the Country. http://www.cbmm.org/pdf/CBMM_ChesapeakeLog_WinterSpring2013_WebCopy.pdf Darwin on Display, Co-authored with Haidy Geismar, Assistant Professor of Anthropology and Museum Studies at New York University, and others. Museum Anthropology, Volume 30. Issue 1. March 2007 (Pages 40 -45); the journal of the Council for Museum Anthropology. A rich, extended review essay of the Darwin exhibition organized by the American Museum of Natural History and circulating to many large natural history museums. http://onlinelibrary.wiley.com/doi/10.1525/mua.2007.30.1.40/abstract Increasing Accessibility for Everyone: Access and Cultural Institutions, Co-authored with Leah Fox, Associate Educator of Community and Access Programs at the Museum of Modern Art. The Interpreter, Winter 2003; the quarterly online newsletter of the New York City Museum Educators Roundtable. Article describing the creation, purpose and success of the Museum Access Consortium, a group of institutions, service providers and individuals dedicated to increasing accessibility in cultural institutions for people with disabilities. In the Aftermath: Two Museum Responses to the World Trade Center Tragedy, Co-authored with Rebecca Krucoff, Curator of Education, The Brooklyn Historical Society. The Interpreter, Winter 2002; New York City Museum Educators’ Roundtable Newsletter. Article describing the impact September 11 th had on the Museum of the City of New York and the Brooklyn Historical Society’s educational programming and strategies adopted to overcome these problems. Promising Practices: The Arts and School Improvement, The Center for Arts Education and The United Federation of Teachers, New York, New York, 2000, Highlighted 6th and 7th grade curricula that I had designed at the Brooklyn Museum of Art for the New York City Museum School. http://www.cae-nyc.org/downloads/ppbook/ppb08.pdf

FUNDRAISING: Co-wrote annual proposals securing a total of over $120,000 in funding for the New York City History Day program from such organizations as the History Channel, Citigroup, HSBC Bank and the Daily News. As Director of Education and the Director of the Center for Chesapeake Studies at CBMM, key staff member involved in writing, implementing and reporting for grants in excess of $1.45 million including the National Park Service, Maryland Historic Trust, Maryland Heritage Area Authority, Maryland Humanities Council, National Oceanic and Atmospheric Administration, Star Spangled 200, State Aided Institutions, as well as private foundations and philanthropic groups. Conduct regular workshops and training sessions in relation to best practices for both writing and managing successful grants targeted to small museums on Maryland’s Eastern Shore. Annually teach Grant Writing for Cultural Institutions course for the University of Delaware’s Museum Studies graduate program.

ARCHAEOLOGICAL EXCAVATIONS: Pa’ako/ LA 162 Field School (New Mexico, US) June – August 2005

University of Chicago- Directed by Dr. Mark Lycett Saint Catherines Island (Georgia, US) October - November 2005 & May 2006

American Museum of Natural History- Directed by Dr. David Hurst Thomas

PROFESSIONAL MEMBERSHIPS AND ORGANIZATIONAL LEADERSHIP: American Association of Museums EdCom - Committee on Education National Association for Museum Exhibition Peer Reviewer

Eastern Shore Heritage, Inc. Board Member/President (2013 – present)

GREENetwork Founding Member/Board (2008 – 2010)

Local Learning Publications Committee (2015 – Present)

Maryland Museums Association (MMA) MMA Trustee (2008 – 2010)

Maryland Humanities Council Practicing Democracy Committee (2012 – 2014)

Museum Access Consortium (MAC) MAC Co-Chair (2001– 2004) MAC Steering Committee (2001 – 2006)

Museum Education Roundtable New York Council for History Education (NYCHE) NYCHE - Founding Member

New York City Museum Educator’s Roundtable NYCMER – Steering Committee (2000 – 2004)

Saint Michaels Museum (SMM) SMM Board Member (2009 – 2011)

Society for Applied Anthropology Shore Land Stewardship Council Small Museum Association (SMA) SMA Conference Committee (2012 – 2018)

Talbot County Arts Council (TCAC) TCAC Board/Secretary/V.P./Pres. (2013 – 2019)

Talbot County Free Library (TCFL) TCFL Board Member/V.P. (2016 – present)

Volunteer Program Administrators (VPA) VPA - Co-Chair (2002 – 2004)

Ward Museum Strategic Planning Proposal Robert Forloney April 8, 2019

Scope of services The Ward Museum seeks to undertake a comprehensive strategic planning process to develop clear and effective interpretive strategies for use with diverse visitors. The process will focus on identifying target audiences, determining which overarching concepts best represent engaging local narratives, and selecting interpretive themes while aligning goals with resources. This phase of the strategic planning process will create a guide for later implementation, capacity building, and the creation of innovative programming designed to serve diverse audiences and put visitors at the center of experiences at the Ward Museum. It will provide a framework to guide interpretive training workshops, facilitated stakeholder conversations, the creation of programmatic templates for public programs, or other possibilities to be determined by the foundational research. The work is two-fold: identifying a conceptual framework and the most appropriate interpretive methods, as well as supporting capacity for more engaging and visitor-centered interpretive approaches. To advance these goals, the Foundation’s expert interpretive planner Robert Forloney will review current interpretation at the Ward Museum through a target site visit as well as a review of collateral materials and research, host workshops with key partners to include their input and secure their participation, meet with staff as well as collaborators. In addition, he will take the lead role in planning as well as facilitating public scoping sessions that will include both the general public as well as targeted experts and community members chosen to represent diverse viewpoints. A set of clear interpretive objectives that highlight local history, historic preservation, traditional communities in the region, as well as the natural environment of the area from the deep past to the present day will be recommended. Initial research and meetings at the Ward Museum will be followed up with on-line communications and phone conferences. Robert will then share recommendations with staff and board at through a concise report of his findings.

Proposed Project Tasks and Associated Hours: June Task 1: Initial Planning and Resource Assessment (12 hours) • Set communications procedures and develop a formal project schedule with the Ward Museum. • Research and review the Ward Museum’s interpretive materials in advance of initial visit (articles, website, collateral materials, comprehensive management plan/strategic plan, lessons, etc.) • Define and determine the most effective ways to achieve desired goals, objectives, and activities moving forward. • Hold conference calls to set agenda for site visit and workshops, as well as identify participants.

Ward Museum Strategic Planning Proposal Robert Forloney April 8, 2019

July 10, 2019 Task 2: Internal Observations/Staff Meeting (12 hours) Planning, coordination, and prep for site visits and initial workshop. • Site visit Trip to the Ward Museum to observe educational programs, meet with key partners, and review current interpretive offerings and exhibits. Participate in current program to evaluate existing strengths and weaknesses • Facilitated Staff Discussion. Facilitate staff conversation and debrief about interpretive stories and opportunities. July 30 & Aug. 14, 2019 Task 3: Visioning Workshops (20 hours) Plan, organize, and facilitate two day-long workshop with Ward Museum staff, key partners, and local collaborators to establish target audiences, discuss key narratives, determine overarching concepts, and begin identifying interpretive opportunities that most effectively engage visitors with diverse motivations. (moved to Sept. 12, 2019) (Maybe another Sept. 26.- need to add MORE time) Task 4: Public Scoping Workshop (10 hours) • Develop and implement a public scoping workshop to explore potential interpretive methodologies and align with resources to ensure engaging opportunities for diverse visitors. • Identify goals for future visitor experience and determine most effective ways to integrate available resources with Ward Museum interpretive objectives • Building upon prior meetings and workshops, identify visitor “takeaways” and initial recommendations for methods that might support sharing that content. TBD 2019 Task 6: Wrap up (18 hours) • Provide final report for Visioning Process including recommendations for implementation. • Incorporate synthesized data gathered through one-on-one conversational interviews with key stakeholders conducted earlier by Ward Museum Board or staff • Meeting with Ward Museum staff to assist in sustainability planning and determining next phase(s) regarding implementation.

TOTAL PROPOSED FEES

Total proposed hourly fees Estimated total hourly fees for consulting hours described in this proposal is $5400

Ward Museum Strategic Planning Proposal Robert Forloney April 8, 2019

Category Cost Task 1: Initial Planning and Resource Assessment Task 2: Site Visit/Internal Staff Meeting Task 3: Visioning Workshops Task 4: Public Scoping Workshop Task 5: Report and Wrap-up Total Labor Hours

12 hrs 12 hrs 20 hrs 10 hrs 18 hrs

$900 $900 $1500 $750 $1350

72 hrs

$5400

Total proposed per diem and travel expenses Estimated total per diem and expenses described in this proposal are already included in hourly fees.

Total proposed consultant fees and expenses Estimated total fees for consulting hours described in this proposal is $5400.00 *Additional hours may decided upon mutual agreement, if requested by the Ward Museum, and billed at a rate of $75/hour.

Cost and Payment schedule After the initial meeting with Ward Museum personnel, we will determine the exact schedule for work segments, submittal and payment. At the end of each work segment, Robert will invoice the Ward Museum with a brief summary report outlining progress. The Ward Museum will have 10 business days to review report and provide payment. All services provided by Robert shall be of the highest professional standard. All services provided shall be performed to the organization’s reasonable satisfaction, and all deliverables shall be subject to the review and approval of the organization. Provided Robert Forloney meets the terms of this agreement, he will receive compensation as outlined in this contract. Payment will be mailed contingent on timely completion of the deliverables in accordance with the terms of this agreement.