About partners for livable

East: Become a Larger Part of Major Citywide Tourism Strategies
The third path leads to Cultural Tourism DC as a key player in the larger Washington tourism arena. With changes 
in funding relating to transportation and trails on the horizon, some interviewees noted that the time is right for 
the Board to re-imagine a role with Washington, DC’s major events. This includes helping to make the Cherry 
Blossom Festival the ‘be all, end all’ signature event for the nation’s capital. Cultural Tourism DC could assist in 
coordinating the dispersed players such as the Smithsonian, the Kennedy Center, the Cultural Alliance, and other 
arts and cultural organizations. Bringing all of the players together for a coordinated strategy will help to result in 
a world class event, and will also position Cultural Tourism DC as a strong leader.

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Cultural Heritage Tourism
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This role is very possible for the organization as it is non-government, nonprofit, well respected, and 
not competitive. These are ideal qualities for catalyzing the many moving parts required to discuss and 
implement collaborative activities that are of long duration and world class quality. A companion strategy 
within this path relates to Destination DC. This strategy recognizes that Destination DC does not focus 
on the numerous culturally rich Washington neighborhoods. Many visitors come to Washington with a 
desire to experience the shops, restaurants, streetscapes and other assets found beyond the standard 
Washington tourist attractions. Cultural Tourism DC can be the resource to broaden the standard tourist 
experience by taking visitors on tours from the Convention Center to showcase the culturally rich 
neighborhoods of Washington, DC.
West: Be a Neutral Broker Around Neighborhood Development
The fourth and last path for Cultural Tourism DC to consider reflects a group of voices recognizing the 
organization as one undertaking excellent work with the bonus that it is non-governmental and not 
territorial. This makes them an enticing partner, while retaining a nonprofit status, for developing a closer 
relationship with the Department of Planning. The DC Department of Planning understands the value of 
cultural heritage tourism, and has a particular interest in the Chicago model of neighborhood tourism. 
An adaptation of this model bears observation, despite the fact that their programs are housed directly 
within a city government office.
Additionally, collaboration should occur between the Cultural Development Corporation, the DC Arts 
and Humanities Council and their granting programs, and other similar players. Cultural Tourism DC, 
being non-government, legally, but quasi-government in policy and application, would be the networker, 
broker, and convener of an array of public, private, and nonprofit organizations for purposes of sharing 
resources; brokering relationships with various neighborhoods in support of economic and community 
development that become the tourism infrastructure; fine-tuning neighborhood development; and 
exchanging knowledge.