REPORT OF

Marketing and Tourism, Education and Leisure Directorate

TO THE: Economic and Safety Scrutiny Committee

Monday November 4 2002.

TITLE: Tourism Strategy Planning

RECOMMENDATIONS:

1.  That the draft strategy framework is agreed.

2.  It is agreed that it is both a corporate document and function.

3.  That tourism is recognised as a corporate function.

4.  That the tourism strategy is adopted as a corporate document

EXECUTIVE SUMMARY

The purpose of this report is to outline the draft framework for the proposed tourism strategy and direct the planning of its production and implementation. (A corporate approach to its input and delivery is paramount, as is corporate and private sector support for the strategy and within the consultation process.) The report stresses that a corporate approach to both the development of the strategy and subsequent implementation is vital. It further highlights the need for effective partnership with other public agencies, the private sector and the community.

CONTACT OFFICER: Lindsey Stockill 778 0341

Robin Culpin 778 0335

1.0  Background

Marketing and Tourism (nee Marketing and Communications) within the Education and Leisure Directorate acquired the tourism role for the city in July 2001. An extensive consultation process for the tourism strategy for the city commenced at the beginning of 2002 with externally led (brainstorming) workshops and (one to ones) meetings with key council officers and private/public sector stakeholders.

It was initially proposed that the strategy would be completed by March 2002. However, a number of factors have meant that this deadline could not be achieved. These factors include the maternity leave of the Marketing and Tourism Manager, delays in receiving feedback from workshops, the fire and subsequent rebuild of the Tourist Information Centre and the demands of making the Commonwealth Games the most successful sporting event ever held in the United Kingdom. It has been necessary, therefore to prioritise the work of the small Marketing and Tourism Team in recent months.

This report provides an update on progress to date and a new timetable for completion of the strategy.

(The Marketing and Tourism Manager went on maternity leave in March 2002 and the post has since been covered by existing Marketing and Tourism staff. The tourism strategy has thus been led by the Deputy Marketing and Tourism Manager who has been managing the team in the meantime.

A long wait for the statistical feedback from the workshops, a fire and subsequent rebuild of the TIC, and the Commonwealth Games amongst other factors have delayed this process.)

The delays have, in a curious way, been rather fortuitous for new research data and opportunities will produce a more-informed document.

The Games themselves coupled with key changes in the national tourism agenda have opened up new tourism markets and products for Salford. They have also further emphasised the wider context of the tourism agenda for Salford and the subsequent importance of an all-encompassing strategy for the city.

Initial studies predict an extra 300,000 visitors will spend an extra £12 million per annum in Manchester, with The Quays (an international focal point for the Commonwealth Games) expected to accrue substantial gains from this upturn. Visitor figures for Salford’s Tourist Information Centre alone have seen a significant increase since the Games that continues to be maintained.

A comprehensive consultation programme to re-brand the city also commenced in September. The Corporate Communications Group is working very closely with Hemisphere (the agency leading the process) on this programme and it is intended that a new brand will be ready to launch in February 2003. This outcome will inform a major aspect of the wider tourism strategy and will be the starting point of a lengthy branding implementation programme.

The delay in developing the strategy has, therefore, co-incided with improved direction and wider context which will produce a document which better reflects the current situation and new opportunities.

2.0  Draft Framework

The wider context of the strategy has been considered in detail post Commonwealth Games and a draft framework is proposed as follows:

·  Introduction

·  Context of strategy

What is tourism?

What is a tourism strategy?

Why do we need one?

Role of tourism in Salford

Role of tourism service in Salford

·  Background

Local

Regional

National

International

·  Strategic Objectives

Mission Statement

Vision

Aims

Positioning

Outcomes and benefits

·  SWOT (Analysis of strengths, weaknesses, opportunities and threats – SWOT)

·  Tourism product

Existing tourism initiatives:

The Quays

Worsley

Chapel Street

Water venues

New Product Development (inc product tourism drivers):

Cultural tourism

Business tourism

Sports tourism

Events tourism

Community tourism

Alternative/green tourism

Product tourism eg church tourism, walks, pop tours etc

·  General Tourism issues

Environmental challenges

Social impacts of tourism

Economic impacts of tourism

Sustainability

·  Key tourism issues

Lack of identity (inc signage, no city centre etc)

Image of the city

Relationship with Manchester

City pride/ownership

Education

Partnerships

Funding and resources

Corporate function

·  Marketing tourism

Existing markets

Potential markets

Branding & awareness

Stakeholders

Key customers

Visitor information provision

Profiling

·  Collaborative working (inc six pledges)

Partnership strategies

Partnership forums

Community plan

Regeneration strategy

Cultural strategy

Events strategy

Economic development plan

Marketing the city group

·  Research and Consultation

Audit

National statistics

Local statistics

Tourism indicators

Consultation process

·  Action plan

Short term

Medium term

Long term

·  Implementation, monitoring & evaluation

·  The future of tourism in Salford

·  Conclusion

·  Appendices

3.0  Consultation

Consultation with a number of partnerships and key stakeholders continues with specific reference to the proposed framework. Hence it is imperative that the latter is deemed a suitable format and the way forward is agreed.

Work with Salford University is also in hand with plans for contributions from MSc & PhD tourism students for specialist sections of the strategy. The experience and expertise of the Leisure and Hospitality department is also being utilised to ensure thorough methodological research, monitoring and evaluation.

4.0  Corporate Approach

The framework proposes a detailed and evolving strategy which will set the vital role of tourism in the context of a number of corporate documents including the community strategy, cultural strategy, economic development plan, and unitary development plan. The strategy will also demonstrate the way in which tourism can, and does, play a significant role in the achievement of corporate objectives and the links with cross directorate functions such as regeneration, planning, events, sports and education. Input from local strategic tourism partnerships such as The Quays, Chapel Street Regeneration, Worsley Tourism Forum, Local Strategic Partnership and regional forums such as the North West Tourist Board are also crucial to its success.

Producing the strategy without a comprehensive and collaborative approach is not an effective way forward. The strategy impinges on numerous groups corporately and privately and will rely on them to implement and successfully deliver aspects of this strategy – a working document.

Corporate ownership and input from the outset is required to ensure a strategic, collective and unified tourism product for Salford. The city’s domestic tourism alone needs to be integral to the political and economic agenda and a major component of the six council pledges.

5.0 Timescale

It is intended that the Marketing and Tourism Manager (who returns part time at the end of November) will work closely with the Deputy Marketing and Tourism Manager, who is currently leading the development of the strategy, to progress the consultation and acquire corporate input by the end of January 2003. A draft strategy will be ready for consultation at the end of February in conjunction with the launch of the new brand for the city.

6.0 Action Plan


An extensive tourism action plan for the Commonwealth Games has successfully been achieved and tourism development work has continued nationally, regionally and locally in the context of visitor information provision, tourism partnerships and development of new products and strategies within a working tourism action plan.

However it is imperative that these belong to a wider corporate tourism policy for the city of Salford and targets and strategies are agreed and implemented to ensure we are developing and promoting quality tourism experiences to increase access to tourism from within and outside the city.

Lindsey Stockill

Acting Marketing and Tourism Manager, Marketing and Tourism, Education and Leisure Directorate

22 October 2002