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Article 24 - 1939 Paul Revere Heritage Site Report FINAL 4 13 2017
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Table III-5
Income Profile in Resident Market Area – 2016
Paul Revere Heritage Site
Median
Household Less than $25,000 to $50,000 to $75,000 to
Income $25,000 $49,999 $74,999 $99,999 $100,000 +
0-10 Minute Drive NC 13.8% 15.2% 14.8% 13.0% 43.2%
10-20 Minute Drive NC 13.5% 15.6% 14.2% 12.3% 44.4%
20-30 Minute Drive NC 16.8% 18.0% 15.2% 12.0% 38.0%
Total 0-30 Minute Drive NC 15.9% 17.3% 15.0% 12.1% 39.8%
Town of Canton $96,698 11.6% 12.8% 13.0% 14.0% 48.5%
Norfolk County $90,903 12.9% 14.7% 13.9% 12.2% 46.3%
Boston MSA $76,809 16.9% 17.1% 14.8% 12.4% 38.8%
Boston DMA $73,425 17.0% 18.1% 15.5% 12.7% 36.6%
Commonwealth of Massachusetts $69,456 18.9% 18.4% 15.3% 12.4% 35.1%
United States $54,149 22.6% 23.4% 17.7% 12.3% 24.1%
Source: U.S. Census Bureau 2010 Census; ESRI Population Projections, 2016-2021; ConsultEcon, Inc.
Tourist Market
The following section summarizes the tourist market context of the PRHS in Canton,
Massachusetts. The tourist market segments for the Greater Boston area include:
♦ Overnight destination visitors to Boston, and the surrounding area.
Visitors staying in area hotels, motels and other paid lodging.
Visitors staying with friends and relatives (VFRs) in private homes.
♦ Day trip and pass through tourists, including
Massachusetts residents from outside the defined Resident Market Area
Tourism is an important part of the economy in the Greater Boston Area and has
substantial economic impact in the area and for the State. Information presented in this
section is based on data collected from the Greater Boston Convention and Visitors Bureau
and the Massachusetts Office of Travel and Tourism.
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Tourism to Massachusetts
Tourism is a major part of the Massachusetts economy, due in part to the history and
popularity of Boston and its surrounding area as a destination. During the 2014 Calendar
Year there were an estimated 25.0 million domestic visitors to the Commonwealth of
Massachusetts, 2.5 million overseas visitors and 735,000 visitors from Canada for a total of
28.2 million visitors. This indicates that international visitors make up just over 10 percent of
total visitation to the Commonwealth. Domestic and international travelers in Massachusetts
directly spent $19.5 billion on transportation, lodging, food, entertainment and recreation,
and retail shopping in 2014, generating $1.2 billion in state and local taxes, and supporting
132,000 jobs. .
Domestic Visitor Profile
The majority of domestic visitors to Boston originate in New England and the Mid-Atlantic
Region of the United States. Figure III-2 summarizes the origins of domestic visitors to
Boston in 2013.
Figure III-2
Visitor Origin of Domestic Visitors to Boston, 2013
Source: Greater Boston Area Convention and Visitors Bureau; ConsultEcon, Inc.
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Overseas Visitors
Overseas visitors are also from a great variety of origins with the United Kingdom
representing the largest source of international visitors, followed by China and Germany.
Seasonality of Visitation
Data in Figure III-3 show the seasonality of hotel occupancy in the Greater Boston Area for
the 2013 and 2014 Calendar Years. The data show that there is some seasonality to hotel
stays in Boston, with the peak occupancy of over 90 percent occurring during the summer
months of June, July, and August, and lower occupancy around 60 percent occurring in the
winter months of December, January, and February.
Figure III-3
Seasonality of Boston Hotel Occupancy
January 2015 – October 2016
Source: Greater Boston Convention and Visitors Bureau; Pinnacle Advisory Group
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Tourism in Canton and Norfolk County
Norfolk County is included in the Greater Boston Tourism Region. Canton and surrounding
communities are home to several large corporations that may draw business travelers,
including Computershare (EquiServe), MEDITECH, and Dunkin’ Brands, Inc. Reebok is
currently located in Canton, but announced in November 2016 that it plans to move its
corporate headquarters to South Boston’s Seaport District.
Tourists in Norfolk County spent $1.1 billion in 2014, representing 6.2 percent of tourist
spending in the state. Assuming the number of visitors in Norfolk County is proportional to
the tourist spending, there would be approximately 1.76 million visitors to Norfolk County.
Hotel Inventory in Canton Area
An inventory of hotels in the Canton area was conducted to evaluate the capacity for tourism
in the area. Data in Table III-6 summarize the names, locations and number of rooms in local
area hotels. Figure III-4 is a map showing the locations of the area hotels. There were 16
hotels counted in the area, representing a total of 1,892 rooms. Most of these hotels were
located in the business districts of Dedham and Norwood along Route 1 and Interstate 95.
Many of these hotels have facilities for meetings, conferences, and events, strategically located
by many of the office parks and industrial complexes of the area. Assuming a relatively
conservative 65 percent occupancy rate and 1.5 persons per room staying an average of 1.5
nights, there would be approximately 450,000 overnight guests in hotels in the area annually.
It should be noted that the occupancy of these facilities is dominated by business travelers,
attendees of social events and through travelers. In addition, two hotels with a total of 238
rooms that are proposed to be developed near the Homewood Suites on Route 138 would add
another 50,000 overnight guests annually.
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Table III-6
Hotel Inventory, Canton Area
Number of
Name of Hotel Location Rooms
Hilton Boston/Dedham 25 Allied Dr, Dedham, MA 02026 247
Holiday Inn Boston - Dedham Hotel & Conference Center 55 Ariadne Rd, Dedham, MA 02026 200
Comfort Inn Randolph-Boston 1374 N Main St, Randolph, MA 02368 158
Hampton Inn Boston - Norwood 434 Providence Hwy, Norwood, MA 02062 155
Courtyard by Marriott Boston Stoughton 200 Technology Center Dr, Stoughton, MA 02072 152
Fairfield Inn by Marriott Boston/Dedham 235 Elm St, Dedham, MA 02026 150
Courtyard Boston Norwood/Canton 300 River Ridge Dr, Norwood, MA 02062 148
Four Points by Sheraton - Norwood 1125 Boston-Providence Turnpike, Norwood, MA 02062 123
Homewood Suites by Hilton 50 Royall St, Canton, MA 02021 98
Residence Inn Boston Norwood/Canton 275 Norwood Park S, Norwood, MA 02062 96
Best Western Plus the Inn at Sharon / Foxborough 395 Old Post Rd, Sharon, MA 02067 96
Holiday Inn Express & Suites Norwood-Boston Area 225 Norwood Park S, Norwood, MA 02062 85
Residence Inn Boston Dedham 259 Elm St, Dedham, MA 02026 81
Econo Lodge 775 Providence Hwy, Sharon, MA 02067 53
Budget Inn Westood 71 Providence Hwy, Westwood, MA 02090 26
Walpole Motel 2200 Providence Hwy, Walpole, MA 02081 24
Source: Google Maps; Trip Advisor; ConsultEcon, Inc.
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Figure III-4
Hotel Inventory, Canton Area
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195] 9 Randolph
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Sharon Stoughton
Note: Purple Star shows location of the Paul Revere Heritage Site
Source: BatchGeo; ConsultEcon, Inc.
taviahtan
Competitive Attractions
The Boston Area has a number of history and heritage attractions that may be competitive
with or complementary to the PRHS, including regional historical parks interpreting
Revolutionary history, Paul Revere specific sites, and small historical organizations in the area
around Canton, Massachusetts. This section provides an overview of these types of local and
competitive attractions for PRHS in Canton. These local attractions provide some operating
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Figure III-4
Hotel Inventory, Canton Area
Note: Purple Star shows location of the Paul Revere Heritage Site
Source: BatchGeo; ConsultEcon, Inc.
Competitive Attractions
The Boston Area has a number of history and heritage attractions that may be competitive
with or complementary to the PRHS, including regional historical parks interpreting
Revolutionary history, Paul Revere specific sites, and small historical organizations in the area
around Canton, Massachusetts. This section provides an overview of these types of local and
competitive attractions for PRHS in Canton. These local attractions provide some operating
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insight to the future PRHS. Additional case studies of attractions that may be considered
comparable are included in Appendix A.
Regional Historical Attractions
Massachusetts and the Greater Boston Area have an abundance of history and heritage
attractions relating to the history of the United States as a whole, particularly Revolutionary
history, because of Boston’s status as one of the first colonies. Many of these historical
attractions are managed by larger organizations, such as the National Park Service, the
Freedom Trail, and the Massachusetts Historical Society.
National Park Service
The National Park Service (NPS), a program within the Federal Department of the Interior,
manages a number of historic sites within parks in Massachusetts and New England as a
whole. Data in Table III-7 list the historic parks managed by NPS in the Boston Area and their
2015 attendance by recreational visitors.
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Table III-7
Massachusetts NPS Historical Sites
2015 Recreational
Name of Park Location Attendance
Boston National Historical Park Boston 2,262,841
Minute Man National Historical Park Concord, Lincoln, and 964,330
Lexington
Lowell National Historical Park Lowell 531,055
Boston African American National Historic Site Boston 412,377
Salem Maritime National Historic Site Salem 264,780
Adams National Historical Park Quincy 183,632
New Bedford Whaling National Historical Park New Bedford 167,790
Longfellow House Washington’s Headquarters Cambridge 50,784
National Historic Site
Springfield Armory National Historic Site Springfield 21,825
John Fitzgerald Kennedy National Historic Site Brookline 18,485
Frederick Law Olmstead National Historic Site Brookline 9,473
Saugus Iron Works National Historic Site Saugus 9,327
Blackstone River Valley National Historical Park South-Central MA N/A
and RI
Essex National Heritage Area Essex County N/A
Source: National Park Service; ConsultEcon, Inc.
One of the most highly-visited parks, the Boston National Historical Park, features historic
sites that are thematically related to the idea of Freedom in different eras of Boston’s History.
Some of these sites include visitor centers at the Bunker Hill Monument, Faneuil Hall, and the
Charlestown Navy Yard. Other sites are identified as “partner sites” and are operated
separately, including the Old State House, Old North Church, and the Paul Revere House (all of
which are on the Freedom Trail).
Overall, Boston-area NPS sites tend to be historical in nature and through the well-recognized
national brand of the NPS provide an accessibility that individual historic sites do not typically
have.
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The Freedom Trail
The Freedom Trail is an interpretive approach, way-finding guide, and interpretive trail that
was first implemented in 1958 to guide visitors to 16 of Boston’s most important historic
sites. Each site has its own governing authority, patterns of visitation, and general admission
charges. The Freedom Trail Foundation was formed in 1964 to serve as steward for the trail
itself, though not the sites that the trail links together. Many trail sites are marketed
cooperatively with the Boston National Historical Park.
Historic New England
Historic New England was founded in 1910 to preserve and present the cultural and
architectural heritage of New England, from small artifacts to historic homes. The historic
properties in the organization’s collection include both stand-alone homes and larger
properties. Twenty-one of the organization’s thirty-six properties are located in
Massachusetts. Sites are interpreted through storytelling, interpretive programs, courses and
workshops, craft and food festivals, concerts, and private function rentals.
The Trustees of Reservations
The Trustees of Reservations is an organization that was established in 1891 to preserve
natural and historic places in the Commonwealth of Massachusetts. The organization has
100,000 dues-paying members, and owns the title to 117 properties and over 25,000 acres
open to the public. The properties include trails, historic homes, gardens, farms and
lighthouses and are organized regionally and by activity type. Interpretive programs highlight
the natural resources available within Massachusetts, as well as community building,
conservation, and sustainability.
Paul Revere History
Paul Revere is a well-recognized historic figure, most notable for Henry Wadsworth
Longfellow’s dramatized poem about Revere’s midnight ride. In addition to his patriotic ride,
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Revere was a silversmith, engraver, and early industrialist. There are a number of sites in and
around Boston that interpret his legacy.
Paul Revere House
The Paul Revere House in Boston’s North End is an historic house museum located on the
Freedom Trail. Built in the late 17th century, the house is the oldest remaining structure in
downtown Boston and the Freedom Trail’s only private residence. Operated by the Paul
Revere Memorial Association, a private nonprofit, the house museum features interpretation
not only about Paul Revere’s domestic life, but also about his involvement in industrial
history, his famed “midnight ride,” and about the history of the house and neighborhood since
Revere’s residence there, especially as a boarding house and home to immigrants during the
early 20th Century. The museum is open from 9:30 AM to 5:15 PM during the summer, and to
4:15 PM during the winter. Admission is $5.00 for adults, $4.50 for seniors and students, and
$1.00 for children ages 5-17. The museum welcomed a record 300,000 visitors in 2016.
In purchasing the adjacent Lathrop Place in 2007, the Paul Revere Memorial Association
underwent a 9-year master planning process, capital campaign, and campus expansion. The
renovated new facility, opened in December of 2016, now provides the organization and
visitors with additional gallery space, a full gift shop (previously, the house had very limited
inventory sold from the ticket booth), and meeting rooms for events and programs. Since the
expansion, the museum has seen stable attendance compared to the same period last year,
despite raising its ticket price from $3.50 to $5.00. The new gallery space provides an
opportunity for the organization to designate space for interpretation of Paul Revere’s greater
history (specifically, “the ride” and his industrial history), outside of the historic home. The
additional space has allowed the organization to host new programming and events, for
instance, workshops with local craftsmen to showcase their craft, such as basket-weaving.
Following a recent basket-weaving program, the museum was able to hold several of the
weaver’s baskets on consignment in the new gift shop, which brought additional revenue to
the organization, as well.
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Granary Burying Ground
Located adjacent to the Park Street Church on the Freedom Trail, the burying ground is the
final resting place of Benjamin Franklin’s parents, John Hancock, and Paul Revere, among
other notable Bostonians. Maintained by the City of Boston, it is open to the public from 9:00
AM to 5:00 PM.
Old North Church
First opened in 1723, Christ Church in the City of Boston is best known for its 191-foot steeple
and its role in the midnight ride of Paul Revere. The church is still home to an active Episcopal
parish, though its campus also features an historic chocolate and print shops, showing the
methods of chocolate- and print-making from the 18th century. Admission to the church is
free, though a $3.00 donation is suggested, plus$1.00 per additional family member. The
campus is open variably from 9:00 AM to 6:00 PM, depending on the season. The Church also
offers “Behind the Scenes” tours. Tour Prices are $6.00 for general admission, $5.00 for
students, seniors, and military, and $4.00 for children under 12. Tour hours vary depending
on the season, but are typically hourly between 10 am and 4 pm.
Site of the Boston Massacre
Among the sites in Boston related to Paul Revere, this is among the less-well-known. As a
silversmith and printmaker, Revere is known for his depiction of the Boston Massacre and
other important events; by his engravings, he helped to incite anger against the British control
over the colonies.
Paul Revere Monument
This monument, located on the Freedom Trail (though not an official site), between the Paul
Revere House and the Old North Church, was sculpted by Cyrus Edwin Dallin and installed at
this site in September of 1940.
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Minuteman National Historical Park
The Minute Man Visitor Center in Lincoln, MA is located near the eastern entrance to the
National Historical Park. “The Road to Revolution” is a multimedia theater program that plays
in the visitor center, depicting Paul Revere’s ride before the battle, and the battle itself.
Local Area Attractions and Sites
As the whole Boston area is historic in nature, so, too, is Canton and the surrounding towns.
The following are historic attractions and organizations in Canton and the surrounding towns
of Dedham, Easton, Milton, Norwood, Randolph, Sharon, Stoughton, Walpole, and Westwood.
♦ The Canton Historical Society, Canton – This organization maintains a facility that
is open the second Sunday of every month, as well as a rotating exhibit at the Canton
Public Library. The organization keeps collections of historic documents and
objects, preserving a number of historic firsts and events that occurred in Canton.
♦ Eleanor Cabot Bradley Estate, Canton – This 90-acre estate is preserved by the
Trustees of Reservations, featuring a large historic manor from 1902, elegant
gardens, carriage rides, and walking trails. Admission is free. There are regular
tours for a fee of both the house and gardens.
♦ Historic Prowse Farm, Canton – An historic farm located on a 44-acre property,
featuring a 5/8-mile oval equestrian track and historic home suitable for event
rentals from weddings to music festivals.
♦ Dedham Historical Society, Dedham – Founded in 1859, this organization
maintains a museum and a library to interpret the history of the original “Dedham
Grant,” which included a number of towns to Boston’s southwest. The Museum is
open Tuesday to Friday from 12:00 PM to 4:00 PM, admission is $2.00.
♦ Fairbanks House, Dedham – Thought to be the oldest-standing timber frame
building in North America, the house of Jonathan and Grace Fairebanke was built
between 1637 and 1641. The historic house is now open May 1 through October 31
for tours Tuesday through Saturday from 9:00 AM to 3:00 PM, and Sundays 1:00 to
4:00 PM. Admission is $12.00 for adults and $6.00 for children.
♦ Governor Oliver Ames Estate, Easton – This historic 36-acre estate is managed by
the Trustees of Reservations, featuring property formerly owned by Governor
Oliver Ames. The legacy of the Ames family is evident around Easton, including
several examples of Henry Hobson Richardson architecture, as well as the shovel
factory, which has been adaptively reused as office space and apartments. The
estate grounds managed by the Trustees does not cover all of the former grounds, so
some areas are private property and not accessible to the public.
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♦ Forbes House Museum, Milton – Located atop Milton Hill with a view of Boston’s
skyline, this historic house, built in 1833, was the home to the Forbes family, known
for their entrepreneurial endeavors and trade business. Among the artifacts
includes a large collection of Chinese trade items. Tours are typically 1.5 hours and
cost $10.00 for adults and $8.00 for seniors and students. The museum is
undergoing preservation work in 2016-2017, so opening hours are by request and
tours have been suspended.
♦ The F. Holland Day House & Norwood History Museum, Norwood – Built in
1859, the F. Holland Day house is the headquarters for the Norwood Historical
Society and is open for tours on Sundays from April through July.
♦ Walpole Historical Society, Walpole – This organization organizes events around
Walpole and Massachusetts history. The organization also maintains the Deacon
Willard Lewis House, built in 1827. Volunteers staff the house and offer assistance
with archival collections to visitors.
In addition to history organizations and attractions, there are a number of other attractions
and museums related to art, nature, and other topics:
♦ The Milton Art Museum, Canton – The art collection of Massasoit Community
College is maintained at this museum. The museum hosts both Asian and Western
collections, as well as some modern art prints. The museum is open six days a week
and admission is free. The museum achieves attendance of about 10,000 annually.
♦ The Museum of American Bird Art at Mass Audubon, Canton – Located on a 121-
acre wildlife sanctuary, this museum features a collection focused on American
birds, including fine art, illustration, impressionism, folk art, and pop art. Admission
is $4.00 for adults, $3.00 for children and seniors, and free for members. The
museum is open Tuesday through Sunday from 1:00 PM to 5:00 PM.
♦ Irish Cultural Centre of New England, Canton – An organization with the mission
of promoting and organizing Irish cultural, educational, sporting, and social events
for the New England community. Events and programs include the annual Irish
festival, Irish dancing lessons, Gaelic language lessons, and a pub open weekly for
food, drink, and live Irish music. The organization also maintains a library and
archives for local Irish history and genealogical studies.
♦ Pequitside Farm, Canton – A 33-acre facility owned by the Town of Canton and
managed by the Canton Conservation Commission. The property is comprised of
open lawns and shaded meadows bordering a large Colonial Era Main House. The
first floor of the main house is available for function rentals for a wide variety of
formal and informal functions such as bridal and baby showers, wedding receptions,
business meetings, school or family reunions, holiday parties and picnics.
Functions in the main house are limited to 65 occupants. Larger events, such as
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weddings, are possible outside. Tents up to 40' by 60’ can be located on the side
lawn. The serving of liquor is allowable upon request. Other Facility uses and
amenities: Playground, Picnic area, Recreation Fields, Vegetable Garden Plots, and
Walking Trails
♦ Blue Hills Trailside Museum, Milton – This museum, operated by Mass Audubon,
is an interpretive center featuring natural history and outdoor live animal exhibits.
The museum is open year-round, with limited hours in the winter. Admission is
$5.00 for adults, $4.00 for seniors, and $3.00 for children 2-12.
♦ Moose Hill Farm, Sharon – This property is preserved by the Trustees of
Reservations as an historic farm and network of trails. Admission is $4.00 for adults
and free for children 12 and under.
Alternative Use
In addition to the potential for historical interpretation at PRHS, other alternative uses are
being considered for the adaptively reused space. Some of the alternative uses under
consideration in addition to restaurant are retail space, office space, and event rental facilities.
Retail and Restaurant Use
Rents in Canton range from $15 to $35 per square foot for retail or restaurant space, based on
information provided by commercial property owners, listings of available space, and real
estate brokers. The highest rent for small spaces are located in shopping centers. Canton
Center rents range from about $20 to $25 per square foot for small spaces in the 1,000 to
2,000-square foot range. There is a limited amount of vacant space available in Canton
Center, which may be indicative of a healthy demand for space in the area.
There are an estimated 58 restaurants in Canton, of which 37 are full-service restaurants.
Many of the restaurants are small operations; only ten of the restaurants have 10 employees
or more. Most of these restaurants are located on the primary roads through the town, Route
138, Washington Street, and Neponset Street. Figure III-5 is a map showing the distribution
and concentration of food service establishments in Canton. Figure III-6 is a detailed map of
the area around PRHS, denoted by the red star, and Canton Center, where many of the
restaurants in the town are located.
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Figure III-5
Restaurants in Canton
Note: Numbers indicate number of restaurants near the Blue Point. No numbers
means only one restaurant is associated with that point.
Source: ESRI; ConsultEcon, Inc.
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Figure III-6
Restaurants in South Canton
uw poag & 3
aes a = -_
\e M = 0, =
Note: Red Star is the location of PRHS. Numbers indicate number of restaurants near the Blue
Point. No numbers means only one restaurant is associated with that point.
Source: ESRI; ConsultEcon, Inc.
Office Space
Office space has varying prices for different suburban areas of Boston. Metro South, the
region in which Canton is located, has asking rents that average $19.00 per square foot. The
occupancy in the Metro South region is about 80 percent. Based on information provided by
commercial property owners, listings of available space, and real estate brokers, asking rents
for office space in Canton range between $8.00 and $20.00 per square foot, depending the
class and size of space leased.
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Figure III-6
Restaurants in South Canton
Note: Red Star is the location of PRHS. Numbers indicate number of restaurants near the Blue
Point. No numbers means only one restaurant is associated with that point.
Source: ESRI; ConsultEcon, Inc.
Office Space
Office space has varying prices for different suburban areas of Boston. Metro South, the
region in which Canton is located, has asking rents that average $19.00 per square foot. The
occupancy in the Metro South region is about 80 percent. Based on information provided by
commercial property owners, listings of available space, and real estate brokers, asking rents
for office space in Canton range between $8.00 and $20.00 per square foot, depending the
class and size of space leased.
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Event Facilities
Based on an inventory of event facilities, there are 52 event facilities in Canton and adjacent
towns. There are also several town-owned facilities that are not included in the inventory,
including the Public Library and Pequitside Farm. The fees for these facilities vary
considerably, ranging from just $50 to $100 for meeting spaces to $3,000 to $5,000 for
wedding venues.
There are a wide variety of types of facilities, including many associated with hotels;
restaurants that book parties, either in dedicated event spaces or in their regular dining
rooms; specialized facilities, like movie theaters and museums; and dedicated event venues
and banquet facilities. Data in Table III-8 summarize the distribution of types of event
facilities in the Canton Area.
Table III-8
Types of Event Venues in Canton Area
Type Number
Hotel 14
Restaurant 14
Special Event Venue 8
Movie Theater 4
Gallery / Museum 3
Conference Center 2
Education Facility 2
Entertainment Venue 2
Banquet Facility 2
Golf Course 1
Total 52
Source: cvent.com
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 Summary of the Market Context The Resident Market Area for PRHS has been defined in terms of drive time rings from the project’s site in Canton. These rings include the area within a 10-minute drive of the site, the area between a 10- and 20-minute drive from the site, and the area between a 20- and 30- minute drive from the site. This area within a 30 minute drive has a current population of about 1.0 million that is growing at a rate similar to that of the Commonwealth as a whole. The population is also on the older side, with a declining but still substantial population of school-aged children. The area profile suggests that there are many families in the area, and this area has a substantial portion of affluent households. In 2014, Massachusetts welcomed 25.0 million domestic visitors, 2.5 million overseas visitors, and 735,000 visitors from Canada. Norfolk County, where Canton is located, was the location of $1.1 billion in tourism spending in 2014, which represented 6.2 percent of tourism spending in the state. It is estimated that if spending is proportional to the number of visitors, there were approximately 1.76 million visitors to Norfolk County in 2014. Some of the tourists to the area, though, may be associated with business travel of some of the major corporations with offices in Canton and nearby municipalities, including MEDITECH, Computershare, and Dunkin’ Brands. Overall, large numbers of tourists to the area represent a market opportunity; however, because Canton is located outside the core urban tourist zone, it may be challenged in marketing to the main tourist segments in a very competitive tourism environment. The key segments of potential visitors to PRHS would be overnight leisure visitors to the region, especially those staying in hotels nearby, visitors staying with friends and relatives in the area, and visitors on organized tours. The proposed alternative uses for the historic buildings at PRHS include an interactive center for historical interpretation, retail or restaurant space, office space, and facilities for event rentals. There are myriad historical attractions in the greater Boston area, including several in Canton and neighboring towns. Because Paul Revere is a widely-known historic figure, this site may become a destination among regional visitors. Unique programming and distinctive interpretation would be necessary to warrant visits from further afield. Restaurant and retail Paul Revere Heritage Site III-24
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 space in Canton Center typically achieves rents of between $20 and $25 per square foot and fairly high occupancy rates. Office space is similarly attractive in this easily-accessible suburban area; the region where Canton is located achieves about 80 percent occupancy on average. There are an estimated 52 event facilities in Canton and adjacent towns that vary in size and service range, from just $50 for small meeting spaces to as much as $5,000 for wedding venues. All of these alternative uses, or a combination of them, could pose an opportunity for earned revenue at PRHS. Paul Revere Heritage Site III-25
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Section IV
GOVERNANCE AND MANAGEMENT OPTIONS
The following section reviews the possible governance structures and management
options for the Paul Revere Heritage Site (PRHS). The governance and management
structure is intended to establish the operating parameters for PRHS in the future for
consideration by the Town of Canton, stakeholders and civic leadership. The ultimate
business model and operating plan of PRHS will need to be refined as project planning
and development proceeds and development and operating agreements with tenants are
in place.
Underlying the future governance and management of the site is the assumption that PRHS
can attract tenants to support the vision for the reuse of the Rolling Mill as a museum and
cultural center and the Barn as a restaurant, and that the Town will operate, at least, the park
and recreation components of PRHS. Therefore, a public-private partnership would be
required to operate the site, so that the visitor experience is seamless, of similar quality, and
operations are run in a complementary fashion. Cooperation in scheduling and coordinating
public and private events and facility rentals onsite will require cooperation among all the
partners, especially if three independent entities operate the Rolling Mill, the Barn and the
park. The larger PRHS park and recreational infrastructure would be maintained and
operated by the Town of Canton through its Parks and Recreation and Public Works
Departments primarily. Outdoor community events and recreational programming may
originate from the Town, from outside community groups, non-profits and businesses, and
onsite tenants, the museum and cultural center and restaurant operators.
Governance Structure and Management Options
The Town of Canton has identified several possible governance structures to manage the
museum and cultural center and restaurant tenants onsite. One option is to use a
management entity to deal directly with the museum and cultural center and restaurant. The
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other option is for the Town to deal directly with the tenants. Because there are two tenants,
the Town could deal directly with one, the museum and cultural center because it will be
more closely aligned with its operation vis-à-vis use of the site for community, cultural and
heritage programming, and contract with a management entity for the restaurant.
Potential Benefits and Downsides of a Management Entity
The benefit of this model is that the Town is not required to handle the day to day
responsibilities of managing the facilities, such as maintenance, janitorial and security. It
hands over the operation to an experienced real estate management company. Instead of the
Town dealing directly with two parties (i.e. the museum and cultural center and restaurant
operators) the Town would be dealing with one party.
The downside of this option is that the Town may have less control over the operations and
maintenance of the facilities. In addition, the inclusion of a management entity would
introduce an additional expense element into the overall PRHS operations, potentially
impacting its operating sustainability. Because of the small amount of real estate under
management, the costs associated with a management entity may be relatively high and
outweigh the potential benefits. Perhaps, most importantly, dealing with the museum and
cultural center and the restaurant through an intermediary may not be advantageous to
achieving the overall goals and objectives of PRHS.
Leasing Plan
The programming for the fit out of the buildings requires the Town to have a leasing plan to
secure tenants to partner in design, build and operation of the new facilities. Visioning,
planning, and programming for the reuse of the historic buildings at PRHS is still in the
conceptual stage, lagging the site’s open space development, which is under construction. The
ultimate fit out of the building spaces will be determined by the lease agreements the Town
can make with tenants, who presumably in return for the lease will bring investment
resources to complete the fit out of the buildings and manage the ongoing operations of the
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 museum and cultural arts center and the restaurants. Lease agreements with tenants may also need to consider programming of exterior courtyards adjacent to the buildings, to minimize conflict and coordinate overall site utilization. Restaurant in the Barn The Barn tenancy may be more straightforward for the Town than the museum and cultural center. A restaurant operation should be structured in such a way as to offer a suitable return on investment to the investor-operator and to the Town. The Town will have ownership of the property without debt and therefore may be agreeable to more flexible financing terms and a public-private partnership, especially given the district increment financing used by the Town in the Plymouth Rubber Redevelopment. The Town may be interested in such an arrangement because it is looking for a restaurant that will support the heritage theme and vision for PRHS and that will complement the operation of the museum and cultural center and parks and recreational facilities. Public use of the site will be the primary use of the site and is the main reason for the Town’s investment in the overall Plymouth Rubber Redevelopment. The commercial use onsite will complement public use by providing a visitor amenity and by supporting the operating sustainability of the overall PRHS site. The Town would ideally be able to find a restaurant tenant that has the investment capacity to complete the fit out of the restaurant. Museum and Cultural Center in the Rolling Mill Identifying a tenant for the museum and cultural center requires a different investment perspective than one would use for a restaurant. Cultural facilities such as heritage sites, museums, and cultural centers do not typically earn enough revenue to support the operating expenses of the operation, nor do they typically generate income that would support a return on the initial upfront investment. That is why most cultural facilities are operated by public agencies or non-profit organizations, to garner public and private donations and contributions on an ongoing basis. Paul Revere Heritage Site IV-3
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As in the restaurant space, the cultural tenant would only need to fit out the space with
fixtures, furnishings and equipment as well as exhibits and interpretive materials. Museum
exhibits can range in cost significantly, from $200 per square foot to $800 per square foot or
more, depending on the interpretive approach, extent of flexibility and change and interactive
nature of the exhibits. Different exhibit installations have varying degrees of artifacts,
technology, materials, research and planning as well as costs of fabrication and installation. It
should be noted that there is not a direct correlation between higher exhibit cost and higher
quality or better visitor experience. Therefore, individual exhibit costs must be balanced
against the overall visitor experience plan and the operating requirements to implement that
plan.
The historical interpretive opportunity is to tell the history of the site through the lens of the
life and family of Paul Revere, one of the most famous and identifiable characters of the
American Revolution as well as an important entrepreneur and industrialist with deep ties to
the site and its historical development. Interpretive planning and exhibit design to date have
been diffuse and highly conceptual in nature, and more work needs to be done to refine the
concept. The project’s financial feasibility as reflected in this business and operations plan
may inform the interpretive and experience planning for the site, especially as it pertains to
the sizing of spaces program areas within the buildings and around the site. As the cultural
project concept and planning advance, this business and operations plan will need to be
updated to reflect any changes in building use and more detailed building and site
programming that may occur.
Governance Options for the Museum and Cultural Center
The governance of the museum and cultural center at PRHS might fall into one of the
following categories:
♦ Town Operation – In this approach, the Town of Canton would operate the museum
and cultural center from within one of its departments, either existing or new.
Personnel would be Town employees.
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♦ Dedicated Non-Profit Operation – In this approach, a non-profit organization would
be designated as operator. The operating contract they would sign would offer
considerable organizational autonomy and responsibility for the facility and
operations. This private operator could be a new or an existing non-profit
organization.
♦ Public-Private Partnership – In this approach, a non-profit operator would be
designated, but the responsibilities would be focused on museum and cultural center
operations with ongoing partnership with the Town providing operating inputs in the
areas in which it has expertise and capacity. These might include maintenance,
janitorial, finance, purchasing and personnel services, insurance, web site, security and
so forth.
More and more museums and cultural facilities are employing the Public-Private Partnership
approach to governance, especially for public land and building assets. In this approach, the
non-profit operator, with its complement of personnel could focus on the visitor experience,
programs, marketing, events, retail and fundraising. These activities typically are most
successful when executed by a private operation. The non-profit could specify the exhibits,
programs and operations that fundraising for gifts and grants would support. The Town of
Canton could effectively and efficiently provide operating inputs in categories, in which it has
capacity and capability, such as building maintenance and security, as well perhaps as utilities
and janitorial. In a publicly run cultural operation, private sector fundraising is often
constrained, and operating revenue from general funds as a percent of operating expenses can
run high. In a non-profit operation, the Town of Canton would be turning over to a private
sector (non-profit) operator responsibility for the public programming of its building asset,
changing the span of control. In addition, a non-profit organization would not benefit from
the capacities and scale of the Town operation. For all scenarios, there would be in place
preexisting performance standards. Clearly much additional research, planning and legal
investigations will be necessary to finalize the governance approach to operating the museum
and cultural center. Regardless, the public-private spectrum of cultural operations is an
important factor in evaluating the operational feasibility of the overall PRHS project.
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Section V
VISITATION POTENTIAL AND PHYSICAL PLANNING PARAMETERS
This section evaluates the visitation potential of the proposed museum and cultural center at
the Paul Revere Heritage Site (PRHS) to inform the physical planning for the project and
develop inputs into the operations analysis. The evaluation of visitation potential for is based
on a number of factors: the size and characteristics of the resident and tourist markets; the
location of the project in Canton, MA; the experience of local attractions and similar heritage
sites and museums; the competitive context in the region as a whole; the building and site
design and visitor experience plans as provided by the Town and its consultants; other plans
and information provided by the Town; and, the consultant’s industry experience.
As project planning and design is advanced, this visitation analysis may need to be adjusted,
especially given the conceptual nature of interpretive planning, exhibit and interior building
design that has occurred to date. The visitor experience is currently based on the PRHS
project concept, as articulated in Section II, as well as the potential heritage themes and topics,
education and community arts programs, events and activities that may occur.
Attraction Success Factors
Planning, creating and operating a new heritage attraction that offers both on-site and off-site
programs and services is a substantial challenge in today’s environment; but a challenge that
communities achieve throughout the United States on an on-going basis. Audiences today are
exposed daily to extremely high-tech, high quality media at work, school and home.
Compelling story telling and creation of compelling public spaces occurs in a variety of
locations, spaces and media. Due to high audience standards and expectations, those
developing new projects that rely on on-site visitors or program attendees have adopted
those same high quality techniques to attract visitors. As the expectations by audiences of
leisure time products are very high, a successful project must meet audience expectations of
value provided in terms of both money and time spent. In addition to meeting the high
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standards of today’s visitors, the macroeconomic environment is forcing start-up projects to
think creatively about long-term financial sustainability, with an emphasis on earned revenue,
partnerships that reduce operating risk, and endowment built into the initial capital
campaign.
To achieve its goals for interpretive and economic success, a project such as PRHS should
fulfill the following criteria:
♦ Strong Mission – A mission statement needs to be concise and communicative of the
essence of the non-profit attraction.
The mission and vision project has yet to be established fully for the project because
finding tenants that can implement the project concept has yet to occur. The process of
identifying and securing an appropriate tenant will advance the project concept closer to
realization, and enable the Town and its partners to proceed with detailed design
documentation.
♦ Authenticity and Quality – The interpretive elements should have a high degree of
interest and/or relevance to the audience. Audience expectations of content and
presentation have risen dramatically.
Paul Revere is one of the most iconic and recognizable figures in the story of the
American Revolution. Little told and less well known is his story as an industrial
entrepreneur whose life and family enterprises embody the transition the early American
industry from artisan and craft made goods to factory made and machined goods. This
site is an excellent case study of how one site represents the arch of American industry,
from colonial times through the 21st century, because it contains structures and
landscape features that help to tell the history. The ultimate extent and quality of the
visitor experience and the museum exhibitions will be determined in future stages of
interpretive planning and exhibit design. However, for the purposes this report the
museum is assumed to contain about 4,000 square feet of exhibit, and be of a quality
worthy of museum accreditation.
♦ Excellent Site and Location – The accessibility and visibility of the location is
critical to the facility’s market success. Facilities in outstanding locations, from an
accessibility and visibility perspective, naturally have the greatest market
opportunity.
The site is highly visible and accessible to Canton residents. It is within a short walking
distance of Canton Center and two regional rail stations. The site is not close to the
highway but it will be made more visible through highway and other roadway signage
and wayfinding.
♦ Strong Community Support – The project must meet the needs of the community
broadly defined and have a broad base of support.
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The base of community support is evidenced by the involvement of the Town, local
residents and volunteers that advocated for the reuse of historical structures and the
creation of public open space as a part of the Plymouth Rubber Redevelopment. While it
is unclear which entity at this point will operate the museum and cultural center,
potential partners that have expressed interest in supporting the reuse of the Rolling Mill
as a museum and cultural center during the course of this study include: the Town of
Canton, the Canton Historical Society, Trustees of the Reservations, and the Paul Revere
House.
♦ Appeals to a Broad Audience Mix – There must be sufficient attraction content to
appeal to a diverse audience with a degree of subject interest, ages and education.
There must be a variety and quantity of experiences for the visitor to feel they have
visited a special place.
PRHS will offer: 4,000 +/-square feet (SF) of exhibition space, 4,000 +/- SF of other public
and back of house space, and courtyards and interpretive trails for outdoor programs.
While still in design development, it is assumed that exhibitions, educational programs
and events are designed to draw on resident and tourist market segments. The ticketed
exhibition and experience is the focus of this visitation analysis and is assumed that
tickets will provide access to all indoor exhibitions, including an orientation theater,
permanent and changing exhibit galleries. Outdoor areas of PRHS will be accessible to
the public free of charge and will be designed in such a way to support visitation to the
museum and cultural center. Community arts programming will be consistent with the
offerings of existing organizations in Canton, contributing to the overall profile of the arts
education in the community. PRHS will be of special interest to cultural heritage tourists,
contribute to longer stays in the area, and will diversify the mix of arts and cultural
venues in Canton. As a community facility, it will appeal to a regional audience as a place
for community and business meetings, conferences, events, and social and cultural
gatherings.
♦ Critical Mass of Attraction Elements/Length of Stay/Attraction Content – The
project must have sufficient quality and quantity of content to warrant a special trip,
and to possibly forego alternative/competitive activities.
Interpretive context and exhibit plans are still in development. For the purposes of this
analysis, however, visitors are assumed to stay between 1 and 3 hours for their entire site
visit. The retail and restaurant planned for the site as well as the exterior walking trails,
and public open space will support longer stays onsite, providing amenities for visitor
respite as well as additional revenue potential.
♦ Repeatability – For most projects, the resident market is an important part of their
total market. In order to bring this audience back repeatedly, the project must have
program, service, exhibit and site qualities that justify repeat visits. Dynamic changing
and interactive interpretation and exhibits, consistently new and innovative
programming and special/annual events are successful ways for projects of this type
to encourage repeat visitation.
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The PRHS building program should include a small changing exhibit gallery. The ability
to accommodate events should be factored into the design of the project so that indoor
and outdoor areas can accommodate large programs and events, and support facility
rentals. Community arts education, cultural and heritage programs and events will
contribute to the overall repeatability among resident markets. Having strong
membership and volunteer programs will also support repeat visitation to the facility
while also contributing to the overall operations.
♦ Serves Resident and Visitor Markets – Most successful projects serve both resident
and visitor markets. Planning for and marketing to both groups ensures both
maximum and year-round visitation.
PRHS will need to program events and admissions targeted to resident and tourist
markets in the Boston area. The PRHS can encourage resident and tourist market
visitation by building an annual calendar of regular programs and events throughout the
year in sync with school and vacation calendars as well as the schedule of events and
festivals already occurring in Canton, many of which may move to PRHS when it is open.
♦ Earned Revenue Opportunities – Today’s economic climate demands that new
projects consciously build earned revenue opportunities into their operations.
Thinking creatively about earned revenue through collaborations and other non-
traditional opportunities will help to ensure long-term financial success.
As the PRHS project evolves, there may be opportunities that arise to collaborate with
other organizations, which can in turn, help to generate additional earned revenue. In
addition, any restaurant tenants chosen for the Barn must be capable of returning a high
return on investment and delivering a high degree customer satisfaction to PRHS’s
visitors that supports PRHS’s mission, brand and operational objectives.
♦ Sound Financial Basis and Appropriate Scale – Appropriate project scale for the
potential audience is important so that revenues can support both operations and the
physical infrastructure of the facility. Program fees, as applicable, must be set to
maximize revenues while maintaining optimum visitation levels. Operations and
marketing must sustain the audience size and the physical infrastructure and drive
philanthropic giving. Operations must be scaled to the particular attributes of the
facility, including staffing, seasonality and other factors.
Because of the suburban location, small scale, and the completive context, PRHS will need
to rely more heavily on its resident market for visitation than its tourist market. Drawing
Boston cultural tourists may be challenging, though not insurmountable, due to the
suburban location. Building heritage, arts and community-based programming within
the heritage site context will appeal to multiple niche resident audiences and build
awareness and local affinity for the project. Having the restaurant will further reinforce
awareness of the site locally, provide an onsite visitor amenity and generate rental
income that can support the operation of the museum and cultural center and/or the
Town of Canton’s operations and maintenance costs onsite.
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 Preliminary Visitation Potential Based on the assumptions in this report, a range of visitation potential for the proposed project has been established. Data in Table V-1 provide a range of stable year visitation potential for PRHS. Stabilized visitation levels are assumed to be achieved in the third year after project opening. The visitation analysis is also based on the assumed ticket pricing and discounts for admission to museum exhibits. It also considers the potential programs, special events and facility rentals offered by PRHS, as detailed in Section VI. This visitation analysis takes both a top down and a bottom up approach to evaluate visitation both in terms of available markets as well as in terms of proposed arts and cultural programs, special events and facility rentals and the capacity of the museum and cultural center organization. Depending on the program of the facility and range of potential capital costs, the annual visitation potential of PRHS museum and cultural center is estimated at 15,000 to 34,000, with a mid-range estimate rounded to 25,000 in a stable year of operation. The evaluation of visitation potential represents a range of market response, but it also reflects the site, building, proposed project concept, and its location. The mid-range visitation potential assumes that an estimated 68 percent of its visitors will come from the resident market (including school children) and 32 percent of visitors will come from the tourist market. Should building plans, program of interior spaces and exterior spaces change based on new project plans, development prior to project implementation, and construction or changes made during construction, additional refinement of the visitation potential may be warranted. It should be noted that this visitation analysis focuses on the museum and community arts programming at PRHS programs only. It does not factor in visitation and ticketed operations from separate use of PRHS grounds for events and programming by the Town of Canton’s Parks and Recreation Department, other Town departments, or outside arts and cultural artists, groups, and organizations. Further analysis of cultural and recreational programming in PRHS parks, trails and open spaces may be warranted to evaluate the visitation patterns and impact on the museum and cultural center operations. Paul Revere Heritage Site V-5
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Table V-1
Visitation Potential in a Stable Year of Operations
Paul Revere Heritage Site
Market
Penetration Rates Visitation Range
Estimated Percent of
2020 Market Low Range Mid Range High Range Mid Range
2/
Population Low High Visitation Visitation Visitation Visitation
Resident Market
Primary Market Area 50,768 5.0% 10.0% 2,538 3,808 5,077 15%
Secondary Market Area 240,820 2.0% 4.0% 4,816 7,225 9,633 29%
Tertiary Market Area 757,355 0.5% 1.0% 3,787 5,680 7,574 23%
Total Resident Market 1,048,943 1.1% 2.1% 11,142 16,712 22,283 68%
Tourists as a
Percent of Total
Visitation
Low Range Mid Range High Range
Low High Visitation Visitation Visitation
Tourist Market 25% 35% 3,715 7,858 12,000 32%
Total Stabilized Visitation Potential Range 14,857 24,570 34,283 100%
1/
Rounded Visitation 15,000 25,000 34,000
1/ Visitation totals rounded to the nearest 1,000.
Source: ESRI and ConsultEcon, Inc.
Five-Year Visitation Pattern
For a project of this type, visitation in the first years of opening is typically higher than in
later stabilized years due to market excitement and pent up anticipation created by the
presence of a new attraction in the area. Most attractions experience opening year high
visitation levels, followed by a period of “stabilization.” For this analysis, it is assumed that
visitation of 15 percent above stabilized visitation could be anticipated during the opening
year for PRHS. Stabilized visitation levels are assumed to be achieved in the third year after
project opening. Data in Table V-2 show an estimated five-year visitation trend, with an
early year surge and visitation subsiding after opening. It is assumed that PRHS will offer
changing exhibits once or twice annually to create “new” reasons to visit and renewed
excitement about the project. In addition, a robust calendar of regular programs, special
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events and a wide array of cultural and community activities will need to be maintained to
sustain visitation over the long run and build support and affinity for PRHS.
Table V-2
Five-Year Facility Visitation Potential
Paul Revere Heritage Site
Stabilized 1/
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Percentage of Stabilized
Visitation 115% 110% 100% 101% 102%
Low Range Visitation 17,250 16,500 15,000 15,150 15,300
Mid Range Visitation 28,750 27,500 25,000 25,250 25,500
High Range Visitation 39,100 37,400 34,000 34,340 34,680
1/ Year 3 represents a stabilized year of attendance. Growth rate in subsequent years assume new changing
exhibits and new program activity each year and market growth.
Source: ConsultEcon, Inc.
Seasonality of Visitation
The seasonality of visitation at PRHS will be determined primarily by the composition of its
audience, the timing of special programs and events, and regional weather patterns. The
experience of visitor attractions nationwide indicates that those facilities with a larger
percentage of visitors from tourist markets have the most highly peaked visitation
patterns, while those which draw more from resident markets have a more even visitation
pattern. Typical high visitation months for tourist oriented attractions are during the
summer months when tourism is at its peak, children are out of school, and residents of an
area go on a larger proportion of their day-trips. During the remainder of the year, the
facility will primarily receive market support from school groups and local area residents.
Based on these conditions, PRHS could expect to have a peaked visitation patterns, with
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strong visitation during peak summer months (July). Data in Table V-3 show the
estimated monthly distribution of visitation at PRHS.
Table V-3
Estimated Monthly Visitation Distribution
Paul Revere Heritage Site
Low Visitation Scenario Mid Range Visitation High Visitation Scenario
Seasonality Total Visitation Seasonality Total Visitation Seasonality Total Visitation
January 6.0% 900 6.0% 1,500 6.0% 2,040
February 6.0% 900 6.0% 1,500 6.0% 2,040
March 7.0% 1,050 7.0% 1,750 7.0% 2,380
April 8.0% 1,200 8.0% 2,000 8.0% 2,720
May 8.0% 1,200 8.0% 2,000 8.0% 2,720
June 10.0% 1,500 10.0% 2,500 10.0% 3,400
July 12.0% 1,800 12.0% 3,000 12.0% 4,080
August 11.0% 1,650 11.0% 2,750 11.0% 3,740
September 9.0% 1,350 9.0% 2,250 9.0% 3,060
October 10.0% 1,500 10.0% 2,500 10.0% 3,400
November 6.0% 900 6.0% 1,500 6.0% 2,040
December 7.0% 1,050 7.0% 1,750 7.0% 2,380
Total 1/ 100.0% 15,000 100.0% 25,000 100.0% 34,000
1/ Visitation totals rounded to the nearest 1,000.
Source: ConsultEcon, Inc.
Physical Planning Parameters
The information provided by data in Table V-4 uses the estimated stable year visitation to
prepare estimates of high day visitation during the peak season, facility sizing parameters
based on market factors, and illustrative parking requirements during that period.
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Table V-4
Facility Sizing Analysis based on Demand Parameters
Paul Revere Heritage Site
Low- Range Visitation 1/ Mid- Range Visitation 1/ High- Range Visitation 1/
Annual Visitation 15,000 25,000 34,000
Peak Month at 12% of Annual Visitation 1,800 3,000 4,080
High Week at 28% of peak month 504 840 1,142
High Day at 20% of high week 101 168 228
Length of Stay / (1.5 hr. stay - (2.0 hr. stay - (1.5 hr. stay - (2.0 hr. stay - (1.5 hr. stay - (2.0 hr. stay -
Percent On-Site 2/ 28%) 32%) 28%) 32%) 28%) 32%)
Peak On-Site Population for High Day 28 32 47 54 64 73
(30 sq. (35 sq. (30 sq. (35 sq. (30 sq. (35 sq.
Public Space Sizing ft./attendee) ft./attendee) ft./attendee) ft./attendee) ft./attendee) ft./attendee)
Range of Public Circulation Space 840 1,120 1,410 1,890 1,920 2,555
Facility Sizing 3.0 Times 3.0 Times 3.0 Times 3.0 Times 3.0 Times 3.0 Times
Total Facility Size Range 2,520 3,360 4,230 5,670 5,760 7,665
3/
Visitor Peak Period Parking Demand 11 13 19 22 26 29
4/
Parking for Personnel 6 6 6 6 6 6
Parking for Volunteers 2 2 2 3 4 4
Total Peak Parking Demand 5/ 19 21 27 31 36 39
1/ Visitation totals rounded to the nearest 1,000.
2/ While interpretive context and exhibit plans have yet to be produced, visitor stays may range from 1 to 3 hours, based on the experience of other museums. For the purposes
of this analysis, therefore, visitors are assumed to stay on average between 1.5 and 2 hours.
3/ Assumes 95% arrive by car, 2.5 persons per car and 5% turnover requirement. Does not include bus parking, event parking, or parking for personnel and volunteers.
4/ One parking space per full time equivalent staff member (rounded). See Table VI-6 for the detailed personnel schedule.
5/ Does not include parking for events.
Source: ConsultEcon, Inc.
The analysis uses the estimate of the visitation during a peak month (the peak month, likely
July); a high week during that period (28 percent); and a high day in that week (20 percent of
weekly visitation, probably a Saturday); to arrive at an appropriate “high day” visitation level
for the facility/site. Depending on the associated length of stay and opening/closing times for
the facility and the site, a factor of peak on-site population of 28 percent to 32 percent of that
day’s total visitation can be anticipated based on an assumed average length of stay of 1.5 to
2.0 hours. This assumes that visitors would be actively engaged both inside the museum and
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 cultural center. These factors provide an estimate of the instantaneous “in-house” population that is useful in project planning. From these figures, estimates of high period parking demand can be made. For PRHS, a high day during the peak summer months under a mid-range visitation scenario could have a parking demand of 19 to 22 spaces plus parking for staff (7 spaces) and volunteers (2 spaces). However, outside of the peak periods, parking demand will be much lower. The parking demand estimate does not include parking for buses, nor does it include the early opening year demand, which may create additional parking demand. Plans to provide overflow parking and other mitigation measures should be used during large events. Large events up to 250 people based on the capacity of the exterior courtyards (see Table onsite at the museum and cultural center may require parking for up to 100 spaces, given the potential capacity of the exterior courtyards for events and an average of 2.5 persons per car. The parking lot at PRHS is intended to be shared between the restaurant, the museum and cultural center and the public park. Large events on the event lawn or Town green in PRHS may occur throughout the year, and peak events, such as July 4 celebration, may only occur one or two times per year. Parking management strategies may include overflow parking at the commuter rail stations, which is an excellent shared parking situation because most events are on weekends or holidays when businesses are typically closed and demand for the commuter rail parking is low. Summary The visitation potential analysis assumes that the museum and cultural center at PRHS will be aggressively marketed, competently operated, and will receive full community support in the public and private sectors. The stabilized annual visitation potential range for the project is estimated at 15,000 to 34,000, with a mid-range estimate rounded to 25,000 in a stable year of operation. There will likely be a strong surge in visitation during the opening years, up to 15 percent or more. Visitation patterns at the site will be seasonal with peak visitation during summer months that follows a pattern of tourist visitation to Canton and school calendar. Paul Revere Heritage Site V-10
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ConsultEcon, Inc. Management & Economic Insight April 13, 2017 Under a mid-range visitation potential, approximately 68 percent of visitation is estimated to be due to resident market visitation and 32 percent is due to tourist visitation. Residents, school and other tour groups will be an important audience in the non-peak periods and during shoulder seasons. Moreover, building resident market visitation, membership and volunteer activities will support visitation from visiting friends and relatives, who comprise a large proportion of the tourist market and are heavily influenced by resident recommendations of places to go. Paul Revere Heritage Site V-11
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Management & Economic Insight April 13, 2017
Section VI
OPERATING POTENTIAL
This section of the report provides an analysis of the operating potential for PRHS, with a
focus on the operations of the proposed museum and cultural center in the Rolling Mill. The
assumptions made are based on the mid-range visitation potential identified for the project,
the facility plans and designs as advanced as of the date of publication of this report, and
additional research on operating and development factors associated with the type of project
being considered.
Operating and Revenue Assumptions
The museum and cultural center at PRHS will operate under the norms of such
organizations/facilities nationally, adjusted for local conditions. Operating assumptions used
in this analysis are as follows:
♦ For analytic purposes, the museum and cultural center at PRHS is assumed to operate
as a standalone 501(c)(3) not-for-profit corporation. As such, this analysis does not
include any property or corporate taxes, nor does it include depreciation, bond or
mortgage payments, or management fees. It focuses on estimating net operating
income and the amount of non-earned or contributed revenue required for breakeven
operations. Any alternative governance that operates the museum and cultural center
may affect future operating results and the business plan adjusted accordingly.
Ultimately, PRHS may be operated as an independent non-profit organization or as
part of the Town of Canton. The Town’s role in the operations of the museum and
cultural center has yet to be determined. Therefore, an operating analysis based on an
independent non-profit organization offers a complete view of the operating potential
of the project, without direct financial or other support from the Town that may
change the project’s financial analysis. Analyzing the museum and the cultural center
in PRHS as a standalone organization is the most suitable analytic framework to
inform the Town’s due diligence efforts on PRHS operational planning and business
growth.
♦ PRHS and the facilities it contains, including the museum and cultural center and the
restaurant, will be well constructed when completed and opened and be operated in a
manner that complements one another and is mutually advantageous to each other’s
operational success. PRHS and its facilities will be of a scale in size and in quality to be
recognized as a facility of excellence nationwide. For analytical purposes, this
operations analysis assumes PRHS is completed with a total of 19,000 gross square
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Management & Economic Insight April 13, 2017
feet building area and the net interior program of spaces as shown by data in Table II-
2. Any design or program changes that occur after this report may affect future
operating results.
♦ Visitation potential at the museum and the cultural center at PRHS is evaluated in
Section V of this report, with visitation a function of the available markets and the size
and scope of the project, its location, and its marketing profile and ticket prices. The
mid-range visitation potential for a stable year is used as a basis for the mid-range
operating scenario in this operating potential analysis.
♦ The museum and the cultural center at PRHS will be open year-round – six days per
week. In addition, special events and facility rentals could occur after-hours at the
facility when they do not disrupt regular visitation or programs.
♦ The museum and the cultural center at PRHS will be well managed and will have the
appropriate staff, management and leadership infrastructure to support a project of
this nature. The structure, its exhibits, fixtures and finishes, mechanical equipment
and support systems will be well maintained to minimize insurance risks and
unexpected repair and maintenance expenditures. Maintaining the exhibits, program
materials, grounds, and facility in excellent condition is central to customer
satisfaction. The museum and the cultural center at PRHS will continue to build a
compelling organizational vision, with strong and distinguished advisors and staff, and
the project will have a strong base of community support, especially among the Town
residents. The facility and site will be used for special events and cultural activities
both during regular open hours and after hours to promote community support and
generate additional income. Educational groups will be encouraged to visit and will
receive a worthwhile and enjoyable educational experience. Community outreach and
partnering / collaborations with other public and private organizations particularly in
Canton and in the region, including arts, cultural, community, and tourism
organizations, and state and local governments, will be cornerstones of the
programming effort.
♦ The museum and the cultural center at PRHS will develop an aggressive marketing
program to achieve and maintain visitation and interest in the evolving program.
Building cross-promotional programs with other town assets such as the local
restaurants, historic and recreational attractions, the public library and Town Hall, and
train stations, among others, will be important to building awareness of the museum
and cultural center on an ongoing basis. Pricing for programs, events and services will
be attractive and commensurate with overall experience and value delivered. The
project will also be managed to provide dynamic, repeatable and effective educational
programs that meet and exceed educational standards and engaging, entertaining and
continually evolving interpretive content. Changing programs and exhibits are
essential to attracting new visitors and members and to maintaining repeat visitation.
A regular schedule of weekly, seasonal and annual cultural activities, events and
experiences is critical to maintaining repeat visitation.
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Management & Economic Insight April 13, 2017
♦ For selected revenue and expense categories, an assumed annual rate of inflation of 2
percent is used. Future operating results therefore will vary depending on actual rates
of inflation in the future. In addition, personnel costs, including both salaries, wages,
and taxes, fringe and benefits costs are assumed to increase at 3 percent annually.
Operating Revenues
Operating revenues for PRHS will be derived primarily from ticket sales, but additional
revenue will be derived from earned revenue sources such as gift shop sales, programs,
memberships, and use of the facility for receptions and special events. This revenue
analysis focuses on estimating earned revenue. Like virtually all cultural facilities, non-
earned or contributed revenue support, such as grants and donations, and endowment
income, are needed to provide necessary operating funds to sustain the organization.
Following is a review of the revenue potential for the proposed project.
Museum Admissions Revenues
Average per capita museum admissions revenue is a product of ticket prices and the mix of
ticket types sold (adults, children, etc.). The benchmark adult ticket price is assumed to be
$7.50. Discounts for children, youth, seniors, and groups will be offered. Further, coupons
and other discounts will be offered to encourage visitation. The achieved per capita museum
admission revenue is $4.54 for mid-range visitation in stable year (in current dollars),
based on the visitation mix (i.e. adults, seniors, children, etc.) that is expected, as shown by
data in Table VI-1. Members and supportive and corporate members are assumed to enter
free of charge. There is also provision made in the analysis for a limited number of
complimentary and VIP tickets. These are included in the Free/Complimentary category,
which is largely composed of children under the age of 3 who will attend for free.
This is a ticket pricing policy designed to encourage strong visitation levels, and to reflect
the quality experience proposed, along with the characteristics of resident and tourist
markets. Higher ticket prices would likely result in lower visitation levels. Ticket price
assumptions used in this report are in current dollars. Ticket prices are assumed to
Paul Revere Heritage Site VI-3Source page 79
ConsultEcon, Inc. Management & Economic Insight April 13, 2017 increase at a rate of 4.5 percent every other year, slightly higher than the two-year compounded and assumed rate of inflation. Student group visitation will be driven by the level of investment in education programs. Approximately 1,500 students in groups annually on-site in a stable year of visitation is estimated. This number is conservative in terms of market penetration of the total school- age population in the resident market area. However, schools at present are facing challenges in terms of affording bus transportation for school field trips. If these costs can be offset for regional schools through sponsorships/grants and school group visits can be subsidized, then onsite visitation from school groups could be higher. In addition, it is expected that the museum and cultural center at PRHS will have a robust outreach program and will serve many students in their schools in Town and other towns in the area. Outreach programs to schools will broaden the audience and market reach of the educational programs through such programs as in person educator demonstrations, a “museum” in a box, and long-distance learning over the internet. In addition, outreach programs can be designed to support onsite visitation. For example, a semester or yearlong education program that culminates in an event at the museum and cultural center at PRHS. Data in Table VI-2 provide operating assumptions as inputs into the operating and financial analysis, based on the PRHS facility and business plans advanced to date. These assumptions form the basis for the analysis of earned revenue potential for PRHS. Other revenue assumptions are described in more detail below. It should be noted that this analysis focuses on the museum and community arts programming at PRHS programs only. It does not factor in visitation and ticketed operations from separate use of PRHS grounds for events and programming by the Town of Canton’s Parks and Recreation Department, other Town departments, or outside arts and cultural artists, groups, and organizations. Further analysis of cultural and recreational programming in PRHS parks, trails and open spaces may be warranted to evaluate the visitation patterns and impact on the museum and cultural center operations as a whole. Paul Revere Heritage Site VI-4
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Management & Economic Insight April 13, 2017
Table VI-1
Visitation by Type and Ticket Price and Membership Assumptions in a Mid-Range
Visitation Scenario in a Stable Year in 2017 Dollars
Museum and Cultural Center at PRHS
Admissions Achieved
Analysis of Visitation by Type based % to Total Achieved Revenue Per Per Cap % to
on Mid-Range Visitation Scenario Visitation Visitation By Type Ticket Price Capita Total
Museum Admissions
Adult 22.0% 5,500 $7.50 $2.43 50.8%
Seniors (65+) 12.0% 3,000 $6.50 $1.15 24.0%
Children (ages 5-17) / Student 9.0% 2,250 $4.00 $0.53 11.1%
Student Groups 6.0% 1,500 $4.00 $0.35 7.4%
Adult Group 4.0% 1,000 $5.50 $0.32 6.8%
Members / Corp Members 10.0% 2,500 $0.00 $0.00 0.0%
Free / Complimentary 1/ 5.0% 1,250 $0.00 $0.00 0.0%
Total Museum Admissions Revenue Per Capita $4.78
Coupons & Discounts as a percent of
-5.0% ($0.24)
achieved per capita ticket revenue
Total Museum Admissions Revenue Per Capita after Coupons and Discounts $4.54
Programs, Events and Rentals
Arts and Cultural Programs 3.0% 750 $15.00
Special Events 4.0% 1,000 $25.00
Facility Rentals 25.0% 6,250 $0.00 see Table VI-2
Total Programs, Events and Facility Rentals 100.0% 25,000
Estimated
Percent to Number of Avg. Price By
Memberships Estimates Membership Types Total Memberships Type
No. of Member Visits 2,000 Individual (Admit 1) 10.0% 25 $40
No. of Corporate Member Visits 500 Dual (Admit 2) 20.0% 50 $75
Average Annual Member Visits Per Family / Grandparent
Membership 8 (Admit 5) 60.0% 150 $115
2/
Est. Total Memberships 250 Supporter 10.0% 25 $250
Membership Revenue $28,250 Total 100.0% 250 $113.00
Rounded: 250 $113.00
1/ Includes children under 3, VIPs, business visitors, and other non-cultural program attendees given free admission.
2/ There would likely be several categories of supportive memberships with fees ranging from an estimated $200 to $500.
Source: ConsultEcon, Inc.
Paul Revere Heritage Site VI-5