Sask Heritage Coalition - The Case for Heritage Advocacy Toolkit

The Economic Case for Heritage An Advocacy Toolkit for Cultural Heritage Organizations in Saskatchewan Saskatchewan Heritage Coalition

Title page photo credit: “Wascana Park” Tourism Saskatchewan/Greg Huszar Photography

Table of Contents Introduction .................................................................................................................................... 3 Goals and Objectives in the Advocacy Context ............................................................................. 4 Guiding Values in Advocacy .................................................................................................................... 4 Advocacy Priorities ................................................................................................................................... 4 Target Audiences ...................................................................................................................................... 5

Tactics .............................................................................................................................................. 6 Direct Advocacy........................................................................................................................................ 6 Strategic Communications........................................................................................................................ 6 Other Direct Communications and Advocacy ......................................................................................... 6 Community Mobilization ......................................................................................................................... 7

Key Messages .................................................................................................................................. 8 Heritage Builds a Stronger Saskatchewan Economy ................................................................................ 8 Heritage Creates Good Jobs ..................................................................................................................... 8 Heritage Brings Us Together .................................................................................................................... 9 Heritage Keeps Young People in Saskatchewan ...................................................................................... 9 Cultural Heritage Enriches the Lives of Saskatchewanians...................................................................... 9

Evaluation Methods ...................................................................................................................... 10 Political Developments............................................................................................................................ 10 Legislative Developments........................................................................................................................ 10 Media and Public Engagement ............................................................................................................... 10

Strategic Planning Questions ........................................................................................................ 12 Templates and Examples .............................................................................................................. 14 Advocacy Policy ...................................................................................................................................... 15 Board Advocacy Package ........................................................................................................................ 17 Letter to Elected Official ......................................................................................................................... 18

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Introduction _____________________________________________________________________________________ Cultural heritage is a dynamic, living part of our communities that shapes our identity and sense of belonging. Heritage enriches lives, supports the local economy, and helps build a stronger Saskatchewan for all. Therefore, cultural heritage organizations have a responsibility to advocate for the sector.

This toolkit has been developed to help organizations advocate to decision-makers effectively about the economic impact of heritage. Over the past year, Heritage Saskatchewan and the Museums Association of Saskatchewan have undertaken economic impact research and analysis to better demonstrate the benefits that cultural heritage provides. The toolkit is intended to support advocacy related to economic impact in areas such as strategic communications, direct advocacy, and public awareness.

It is worth noting that advocacy should not be adversarial. In most situations, a positive approach is not only more effective, but far more sustainable. This is not simply a strategic choice aimed at achieving results; it also makes the process itself more rewarding. Advocacy rooted in negativity or excessive criticism tends to win few allies and can quickly become exhausting. Choosing a positive posture does not mean being weak, spineless, or timid. It means engaging in a way that builds support rather than erodes it.

After all, it takes a strong person to bravely present solutions repeatedly and to find a way to convince those who may disagree or even be adversarial themselves.

In this toolkit, you will find a robust business case for increased investment in Saskatchewan’s cultural heritage sector, demonstrating its substantial economic, social, and community benefits. Enhanced investment in cultural heritage, both public and private, can help drive job creation, tourism, and economic diversification, while preserving Saskatchewan’s legacy for future generations.

This will only be true, however, if we are willing to advocate for ourselves. _____________________________________________________________________________________

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Goals and Objectives in the Advocacy Context _____________________________________________________________________________________

Advocacy is about building relationships by offering decision-makers solutions and ensuring these solutions are enacted. Fundamentally, advocacy must result in meaningful change for the sector. In this way, it is not simply the hope of accomplishing something, but the deliberate steps taken to achieve results.

Advocacy should also be evidence-based, using data to inform objectives and shape a vision of a better future. This includes strengthening the sector by expanding opportunities for education, experience, and employment; enhancing legislative supports; and increasing public interest in cultural heritage.

For example, a bylaw change to broadly support cultural heritage, or to support a specific cultural heritage institution within a municipality, is a significant achievement. However, advocacy does not always have to produce such outcomes to be considered effective. Building relationships, engaging decision-makers, and making small inroads wherever possible are all essential parts of creating lasting progress. Simply put, small actions contribute to something greater and are always worth pursuing.

Guiding Values in Advocacy ▪ ▪ ▪ ▪

Advocacy should aim to bring decision-makers solutions, not just problems to be solved.

Advocacy should be evidence-based, using data to inform objectives.

Advocacy should (eventually) result in positive, measurable change for organizations and the sector.

Advocacy means using your organization’s voice strategically. While many public issues are important, only those directly aligned with your organization’s mandate should be pursued.

Advocacy Priorities ▪ ▪ ▪

Sector: Advocacy shall seek to strengthen the sector through the expansion of opportunities for employment, education, and experience.

Policy & Legislation: Advocacy shall seek to strengthen legislative protections and governmental support for issues related to cultural heritage.

Public Relations and Awareness: Advocacy shall seek to strengthen the public interest in cultural heritage.

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Political and Governmental Target Audiences ▪ ▪ ▪ ▪

▪ ▪ ▪

Municipal elected officials, including reeves, city councillors, and mayors Municipal staff, including both political staff and public servants Local Members of the Legislative Assembly, especially MLAs with a demonstrated interest in heritage through professional or political experience The Minister of Parks, Culture and Sport, Highways, Education, and other ministries that may intersect with cultural heritage (for example, the Ministry of Highways may be able to support historic markers programs).

The Shadow Ministers for any relevant ministries Public servants and political staff, including deputy ministers, associate deputy ministers, ministerial staff, constituency assistants, and other political staff Local Members of Parliament, including those who have demonstrated an interest in heritage through personal or professional pursuits or who have heritage-related committee assignments

Social and Community Target Audiences ▪ Influential Saskatchewanians, including local community leaders and individuals with significant influence or informal authority

Business and Industry Target Audiences ▪ Local businesses, both small and medium, that may support community and social initiatives ▪ Private industry, including any corporations and businesses which fund charitable and social endeavours (i.e. Co-ops)

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Tactics _____________________________________________________________________________________ In advocacy, there is no one correct tactic, nor is there one ‘silver bullet’ that will be adequate alone to properly fulfill your organization’s advocacy needs. Instead, an array of advocacy tactics are required in conjunction with one another to produce results.

It has been the experience of Heritage Saskatchewan and the Museums Association of Saskatchewan that positive advocacy tends to yield better results than direct confrontation. What this means is that we have found success in presenting decision-makers with solutions at the same time we present them with an issue. Being overly negative or unpleasant rarely convinces people of our cause.

Positive advocacy does not mean that you cannot criticize, be stern, hard-nosed, or devoid of any backbone. Instead, it simply means that along with the issues you point out, you must be willing to offer solutions. A story of doom and gloom alone is not particularly interesting unless there are possible solutions and a set of goals to move towards. For the sake of the industry, you must be strategic.

Below are several tactics that can be used in combination to advance advocacy efforts.

Direct Advocacy ▪ ▪ ▪

Arrange and attend advocacy meetings with politicians, political staff, and local social and business leaders Invite these decision-makers to cultural heritage events to encourage visibility and engagement Organize tours of cultural heritage sites for decision-makers to demonstrate the cultural sites’ value and potential

Strategic Communications ▪ Develop clear, concise, and consistent messaging to ensure advocacy communications remain focused and effective ▪ Publish opinion editorials and articles in local newspapers and digital platforms ▪ Compose communications about key issues to be sent to decision-makers and community members to keep them onside and informed ▪ Maintain ongoing communication with allies through email, social media, and other digital channels Other Direct Communications and Advocacy ▪

Engage influential individuals through targeted meetings and encourage them to serve as ‘patrons of cultural heritage’ in Saskatchewan

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▪ ▪

Compile short briefing notes, fact sheets, and impact summaries for decision-makers Enhance engagement with followers on platforms such as Instagram through interactive tools (e.g., polls, questions), particularly to reach younger demographics

Community Mobilization ▪ ▪ ▪

Encourage supporters to submit coordinated letters, emails, or testimonials to decision-makers during key periods Host public forums, panel discussions, or town halls to raise awareness and demonstrate community interest Develop volunteer advocacy ambassadors to represent heritage issues at community events

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Key Messages _____________________________________________________________________________________ What are you saying and why? What is the story you are trying to tell? Why is this story compelling? Why should anyone care?

Key messages are among the most important elements of advocacy. Having strong, consistent messages ensures you always have something meaningful to say.

Sometimes you may feel like you are an actor saying the same lines over and over again, but this is a requirement of being an effective advocate. Once you are repeating your key messages in your sleep then you will know you are on the right track.

Below are some key messages supported by data taken directly from our economic analysis work. Feel free to use these messages verbatim, or to put them into your own voice and weave them into your own stories.

The data included below can be used to tell an array of stories, but one central theme is clear: cultural heritage is meaningful because it supports quality of life and wellbeing through real economic and social results.

Heritage Builds a Stronger Saskatchewan Economy ▪ ▪ ▪ ▪ ▪

Investing in heritage means keeping investment in Saskatchewan, whether that be in engineering, academia, the arts, or tourism.

In 2024, Saskatchewan’s cultural heritage sector contributed $73.4 million to GDP, and sparked over $2.8 billion in visitor spending.1 Heritage-attributable visitor spending reached $106.8 million in 2024.2 In 2022, total direct GDP from archives, libraries, heritage sites, and architecture was $43.3 million.3 Every dollar invested in galleries, libraries, archives, and museums (GLAMs) yields $4– $6 in societal benefits.4

Heritage Creates Good Jobs ▪

Safeguarding heritage means supporting thousands of meaningful jobs across Saskatchewan, in conservation work, education, and tourism.

1

Heritage Saskatchewan (2025). Saskatchewan Cultural Heritage Business Case. ABC Consulting & Glyph Strategies.

2 Heritage Saskatchewan. Cultural Heritage Business Case.

3 Heritage Saskatchewan. Cultural Heritage Business Case.

4 Heritage Saskatchewan. Cultural Heritage Business Case.

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▪ ▪

The heritage sector directly supported 866 jobs in 2024.5 More broadly, the heritage sector supports 53,000+ jobs in tourism and hospitality across the province.6

Heritage Brings Us Together ▪ ▪ ▪

Scientific opinion polling shows 80% of Saskatchewan residents are in favour of public investment in cultural heritage to promote economic growth and employment.7 Heritage supports community identity and unites people around shared histories, stories, and values.

Support is especially strong among youth (85% for ages 18–34), women (83%), and Indigenous respondents (83%).8

Heritage Keeps Young People in Saskatchewan ▪ ▪

Over 85% of young people in Saskatchewan support efforts to invest in cultural heritage.9 We must focus on supporting the emerging expertise of young professionals; if we don’t, these young people will leave, taking their talent with them.

Cultural Heritage Enriches the Lives of Saskatchewanians ▪ ▪

Cultural heritage deserves to be protected for the social, cultural, economic, environmental, and educational wellbeing of all Saskatchewanians.

By safeguarding cultural heritage, Saskatchewan can continue to promote economic growth, enrich communities, and preserve the distinct character that defines it.

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Heritage Saskatchewan. Cultural Heritage Business Case.

Heritage Saskatchewan. Cultural Heritage Business Case.

7 Insightrix Heritage Saskatchewan Omnibus Survey. Insightrix, 2025.

8 Insightrix Survey.

9 Insightrix Survey.

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Evaluation Methods _____________________________________________________________________________________

How are you going to assess whether your advocacy work is producing any results? Some of the benefits of advocacy may be difficult to measure, but there are still metrics you can keep track of.

Political Developments ▪ ▪ ▪

Assess whether you have secured meetings with decision-makers and influenced outcomes Track commitments made by decision-makers Identify individuals who have been converted into active allies, and allies who have been activated to do more

Legislative Developments ▪ ▪

Monitor legislative and policy changes that support cultural heritage Track levels of funding allocated to heritage-related programs and initiatives

Material Developments ▪ Measure and track all monetary donations made to cultural heritage as a result of your advocacy ▪ Measure the cost of non-monetary donations, including all donations of goods and materials Media and Public Engagement ▪ ▪

Measure earned media coverage and levels of public engagement on cultural heritage issues Monitor the number of people visiting your website and social media (do you have more followers, interactions, and website visits than before? What are these trends?)

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How to Speak to Your Local Council _____________________________________________________________________________________ This section will make use of the information previously discussed in this document to provide a general guide for speaking with your local council.

Municipal councils are among the most important decision-makers for cultural heritage organizations, controlling funding, planning, bylaws, and strategic priorities for your city, town, village, or rural municipality.

Further, councils rely on local organizations to help them understand needs, identify opportunities, and develop solutions. Thus, they are counting on you to directly advocate to them!

It is further worth noting that you cannot rely on provincial organizations to advocate on your behalf locally. They can be supportive, but fundamentally, local people must be involved at the local level.

Another important detail to consider is that, just because council chooses to allocate funding to another project, it does not mean your project is undeserving or unable to receive support. In all likelihood, your project is also worthy of consideration. The approval of funding for one initiative, such as a new roof for the memorial rink, does not preclude advocacy for your own. Besides, advocacy ensures that your project is visible and positioned for consideration in future funding decisions.

As mentioned previously, advocacy at the municipal level is not about being adversarial. It is about building relationships, demonstrating your case, and presenting solutions. Generally, the goal is not to immediately secure funding or policy changes, but to ensure that your organization and cultural heritage remain on the minds of decision-makers.

Step 1: Identify Target Audiences ▪ Elected officials, including the local councillors, and the mayor or reeve ▪ Councillors serving on committees related to culture, tourism, or economic development ▪ Municipal staff, such as planners or economic or development officers

Step 2: Request a Meeting ▪ Send a short, polite email requesting a meeting and detailing what you would like to discuss ▪ Introduce yourself and your organization clearly in this email ▪ Be flexible about timing

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Step 3: Prepare Key Messages for Meeting ▪ Clearly explain who you are and what your organization does, and share specific examples of your organization’s community and economic impact ▪ Present the main issue at hand; make it clear why this issue is important ▪ Present possible solutions or opportunities to solve this issue

Step 4: Conduct the Meeting Professionally ▪ Be positive, respectful, and concise ▪ Listen carefully to their perspectives and questions ▪ Avoid overly academic language or excessive detail ▪ Thank them for their time

Step 5: Build and Maintain the Relationship ▪ Send a brief thank-you email a day after the meeting ▪ Provide any additional information promised during the course of the meeting ▪ In the following weeks and months, keep them informed about your organization’s activities and successes ▪ Invite them to visit your organization or to attend events

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Strategic Planning Questions _____________________________________________________________________________________ Another important part of advocacy is strategic planning. However, this process need not be complicated.

The nine questions below provide a common framework for building strong campaigns. By answering these questions, you can clearly develop each part of your organization’s strategy. Find a time to sit down with your leadership, staff, and board, put out some coffee and dessert squares, and discuss the following questions.

Each answer does not need to be long; often all this information can fit on a few pages.

1. What do we want? (Goals) 2. Who can give it to us? (Audiences) 3. What do they need to hear? (Messages) 4. Who do they need to hear it from? (Messengers) 5. How do we get them to hear it? (Tactics) 6. What have we got? (Resources, Strengths) 7. What do we need to develop? (Challenges, Gaps) 8. How do we begin? (First Steps, Delivery, and Strategy) 9. How will we know it’s working, or not working? (Evaluation)

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Templates and Examples _____________________________________________________________________________________ The following pages include templates for an organizational advocacy policy, a board advocacy package, and a letter to an elected official. While there is no single correct way to create these documents, we hope these examples can serve as a starting point for your organization as you determine how to approach advocacy.

The organizational advocacy policy will help orient your organization and determine proper processes and responsibilities for advocacy.

The board advocacy package is meant to assist board members in conducting incidental and casual advocacy if they are a governance board. If your organization has a working board, then board members may be tasked with a greater amount of advocacy responsibilities.

Further, the letter can serve to organize your ideas; don’t worry, we know you know how to write a letter, but a bit of a format can still be helpful!

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Advocacy Policy _____________________________________________________________________________________

Policy Name: Advocacy Policy Policy Type:

Number: Date Approved:

____________________________________________________________________________________ 1. Purpose & Scope: This policy defines (organizational name)’s approach to advocacy in support of issues relating to cultural heritage.

▪

Further, this policy establishes guiding principles for how we perform advocacy within the sector, and with funders, media, government, and the public.

▪

Advocacy relates to how we work to build positive relationships with decision-makers to advance a particular cause or issue to change policy, opinion, or practice.

2. Mission Alignment: Advocacy efforts shall align with the (organizational name)’s missions and visions.

3. Guiding Values: ▪

Advocacy should aim to bring decision-makers solutions, not just problems to be solved.

▪

Advocacy should be evidence-based, using data to inform policy objectives.

▪

Advocacy should result in measurable material change for the organizations and the sector.

▪

Advocacy means using the organizations’ voices strategically. While many public issues are important, only those directly aligned with the organizations’ mandates will be pursued.

4. Advocacy Priorities ▪

Sector: Advocacy shall seek to strengthen the sector through the expansion of opportunities for employment, education, and experience.

▪

Policy & Legislation: Advocacy shall seek to strengthen legislative protections and governmental support for issues related to museums and cultural heritage.

▪

Public Relations and Awareness: Advocacy shall seek to strengthen the public interest in museums and cultural heritage.

5. Governance & Accountability: The guiding values and priorities in this policy are approved by the respective Boards of Directors, ensuring alignment with ethical and legal guidelines.

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▪

The boards’ role in advocacy is to provide oversight through a governance lens.

▪

All levels of government have adopted regulations and guidelines related to advocacy and lobbying practices which must be understood and obeyed by both organizations.

▪

The organizations may support a specific policy, proposal, or decision by political entities, but may not explicitly support, endorse, or oppose a particular party or candidate.

6. Issues and Key Actions: Below is an example of various issues, the organizations’ roles, and the key actions that should generally be taken. This list is non exhaustive. All key actions are to be performed by the staff of the organizations, with the boards providing oversight through their governance role.

Issue ▪ ▪

▪ ▪

▪

Organizational Role Provincial Budget Federal budget as it directly pertains to Saskatchewan

Lead

Provincial Legislation Federal legislation as it directly pertains to Saskatchewan

Lead

Heritage and museum issues that are provincial in scope

Lead

Key Actions ▪ ▪ ▪ ▪ ▪ ▪

▪

Threats to heritage sites, municipal or provincial

Partner

▪

▪ ▪

Municipal legislation, programs

Supporter

▪

Meet with ministers, MLAS, MPs, and public servants Share views in media Meet with ministers, MLAS, MPs, and public servants Share views in media Meet with ministers, MLAS, MPs, and public servants Share views in media Share data and key messages that can assist organizations or groups directly involved to take appropriate action Share views in media if called upon Share data and key messages that can assist organizations or groups directly involved to take appropriate action

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Board Advocacy Package _____________________________________________________________________________________ This package has been prepared for the convenience of board members. While board members are not responsible for leading (organization’s name) advocacy work, you are visible members of the community and may occasionally be approached by decision-makers about the organization’s work. The information provided here offers key messages and a procedure to help ensure consistency and continuity in how the organization is represented. Although inquiries should generally be redirected to organizational leadership, we believe it is important that we support board members in effectively promoting advocacy efforts on behalf of the organization.

Advocacy Statement _____________________________________________________________________________________ Advocacy is about building relationships by offering decision-makers solutions and ensuring these solutions are enacted.

Fundamentally, advocacy must result in meaningful changes for the industry. It is not simply the hope to accomplish something, but the deliberate steps taken to make it happen.

Advocacy should be evidence-based, using data to inform objectives and shape an idea of a better future. This includes strengthening the sector by expanding opportunities for education, experience, and employment; strengthening legislative supports; and expanding public interest in cultural heritage.

We have a duty to advocate for our industry. After all, cultural heritage enriches lives, contributes to the local economy, and builds a stronger Saskatchewan for all.

Advocacy Procedure _____________________________________________________________________________________ When asked about (organization’s) advocacy work, or hopes for future changes to funding, policy, or practice, we suggest you engage in conversation and then direct the individual to contact the CEO of (organization).

We invite you to discuss our key messages and to inform Heritage Saskatchewan leadership of any conversations or queries regarding advocacy. (Organization) very much values your contributions in this way, and your ability to help link the organization with decision-makers.

Key Messages _____________________________________________________________________________________ (include key messages here)

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Letter to Elected Official (Date) (Name of Office, i.e. “Office of the Mayor”) (Municipality Name) (PO Box or other Postal Info) (Place Name and Postal Code) Dear (elected official) (Who you are, and what are you writing about)…………………….………………………………………….….

(Further explanatory information)………………………………………..……………………………………… ……………………………………………………………………………………………………………… ………………………………………………………………………………………………………………

(Bulk of argument)…………………………………………………………………………………..………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ………………………………………………………………………………………………………………

(Closing thoughts)……………………………………………………………………………………………… ……………………………………………………………………………………………………….……… ………………………………………………………………………………………………………….……

Thank you for your attention to this matter.

Yours sincerely, (Name of Person) (Title) (Organization)

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