Destination Management Plan

Transcription

1 Destination Management Plan

2 Worcestershire Destination Management Plan Contents Page Numbers Foreword 3 Introduction 4 A National Perspective 1.1 Why is Tourism Important to the UK? Benefits of Tourism A Strategic Framework for England Strategic Framework Objectives Strategic Framework Action Plans 7 A Localised Approached 2.1 Working in Partnership The Value of Tourism in Worcestershire The Volume of Tourism in Worcestershire Investment in the Tourism Sector Strategic Planning and the Environment Green Infrastructure Green Credentials Technology Quality Standards Policy Tourism Delivery Strong Existing Partnerships Stakeholders and Objectives Stakeholders Map 17 Understanding the Destination 3.1 The Planning Process SWOT Analysis Worcestershire s Vision The Worcestershire Framework Delivery Plan 22 2

3 Worcestershire Destination Management Plan Foreword The Worcestershire Local Enterprise Partnership supports the development of this Destination Management Plan for Worcestershire. We recognise the significant contribution that tourism has to play in the counties economy, particularly in creating jobs and economic growth. The Local Enterprise Partnership has prioritised the sector in our business plan and will support Destination Worcestershire in the promotion of the county. Therefore we look forward working together with Destination Worcestershire to implement this plan. Gary Woodman, Executive Director, Worcestershire Local Enterprise Partnership Tourism is a major contributor to the economy of Worcestershire, supporting over 25,000 jobs. Worcestershire, located in central England has many great opportunities for further growth. This Destination Management Plan is the first time the industry has got together and we look forward to working with partners to deliver this and further develop the visitor economy. Mike Ashton Chief Executive, Herefordshire & Worcestershire Chamber of Commerce and Chairman, Worcestershire Local Enterprise Partnership Tourism & Leisure Sub Group 3

4 Worcestershire Destination Management Plan Introduction This Destination Management Plan (DMP) is a tourism strategy and an action plan for sustainable tourism development in Worcestershire. This DMP plays an important role identifying the key objectives which have been developed in line with the VisitEngland Strategic Framework and highlights how the objectives can be achieved by a localised approach to tourism delivery. Tourism provides leisure and recreational opportunities for residents making it an attractive place to live, helping to provide a good quality of life. The tourism industry also plays a vital role in strengthening the Worcestershire economy by increasing inward investment, creating new business opportunities and supporting over 25,000 jobs. Effective tourism Partnerships are at the centre of successful tourism development. Local councils and tourism bodies need to work alongside transport providers, tourist attractions including arts and heritage providers, tourism associations, accommodation providers, Tourist Information Centres and the many other organisations involved in the visitor experience. Sustainable development is at the core of the Worcestershire ethos with many tourism businesses striving to be greener. This DMP summarises how sustainable tourism development can be achieved by outlining a list of priorities and delivery methods along with a joined up approached by working together in Partnership. The DMP highlights the importance of public sector funding to ensure efficient delivery of strategic operations and to encourage private sector investment by showing support for the industry. The importance of delivering an integrated plan in partnership with stakeholders is that it will help ensure a destination involves a whole set of experiences delivered by a variety of organisations. This ensures they will work together to achieve better use and management of resources as well as a better quality of visitor experience. It also allows a destination to prioritise so financial and human resources can be managed effectively, with well researched, argued and presented action plans to identify projects for support and strengthen the case for funding. This DMP is the focal point for all organisations with an involvement in the Worcestershire visitor economy. Stakeholders will be able to plan in line with a cohesive model which embraces the entire industry ensuring new and revised policies that impact the tourism sector build on the foundations addressed in this Destination Management Plan. 4

5 Worcestershire Destination Management Plan A National Perspective 1.1 Why is Tourism Important to the UK? Tourism is defined by the Office of National Statistics (ONS) Tourism Intelligence Unit as: "A movement of people to places outside their usual place of residence, pleasure being the usual motivation." Tourism includes all stays, whether from domestic or overseas visitors, lasting minutes, hours, on day trips, short breaks, longer holidays, people visiting friends and family or business visits. Tourism refers to the whole visitor experience; it covers the natural and built environment including venues and locations that attract visitors to an area. It also encompasses the infrastructure (including transport networks, train and bus stations, highways, parking, signage, etc.) and the service visitors receive from everyone they come into contact with, from staff in restaurants, attractions, accommodation establishments, shops, transport providers, volunteers at events and the wider public. 1.2 Benefits of Tourism Tourism is an extremely important sector within the UK economy. It is ranked as the 6th largest industry and is the third-largest export earner. Tourism is also important as it improves the quality of life for residents and creates beautiful places to visit all around the country. There are many economic, social/cultural and environmental benefits including: Economic Encourages economic sustainability and growth through income generation Provides re-skilling, training and employment opportunities Helps sustain short and long term income for natural and built heritage Creates an attractive image for the area which will then encourage investors based inside and outside of the tourism industry Increases demand for other non tourism businesses Encourages residents to stay and spend leisure time Social/Cultural Promotes healthy lifestyles through activities including walking, cycling, sport, etc Highlights the importance of maintaining local facilities (shops, restaurants, town centres, public rights of way, etc.) Encourages cultural diversity Encourages pride in local heritage and community Supports a programme of events, arts, sports and other culture Helps to build distinctive communities 5

6 Environmental Local residents are also encouraged to explore their local environment Encourages regular reviews and analysis of the local eco-system Draws attention to the need to protect the environment Encourages sustainable development 1.3 A Strategic Framework for England This Destination Management Plan outlines the strategic priorities for the Worcestershire tourism industry. It provides a framework outlining the short to medium term priorities regarding current topics of interest and opportunities for future growth and development. This Destination Management Plan has been produced taking into consideration the objectives outlined in the VisitEngland: A Strategic Framework for Tourism report. VisitEngland: A Strategic Framework for Tourism VisitEngland (the national tourist board) was created in April 2009 following a key recommendation in the 2008 British Tourism Framework Review (BTFR). The Framework Review outlined the priority to develop a collaborative strategy for England's tourism industry. The underlining principles of the Framework are to provide leadership to market England, drive forward developments in quality, ease of access and sustainability and to improve data collection and market intelligence. The World Travel and Tourism Council (WTTC) forecast for annual global growth in tourism has been estimated at an average 4% per annum over the next ten years. The 2010 Deloitte study forecasts real growth of 3% per annum for England with strong growth anticipated particularly over the post 2012 period. This is equivalent to 5% annual growth including inflation. Tourism is one of England's largest industries although it is currently operating significantly below capacity. A study of the visitor economy by Deloitte in 2010 estimates that England's visitor economy is worth 97 billion in total taking into account visitor expenditure and capital investment by tourism related businesses. The industry currently employs over two million people and continues to provide new opportunities for employment across the country including areas with limited employment opportunities including rural communities. If the 5% estimated growth per annum is achieved this would result in an additional 50 billion in expenditure and the creation of 225,000 jobs with detrimental affects to the tourism industry and employment figures if growth fails. The Strategy highlights recommendations and continuous improvements with the overall objective to achieve 5% growth in value year on year, over the next decade. The Strategy has been created to ensure England's tourism industry maximises its contribution to the economy, employment and quality of life in England through operating in an increasingly coordinated and sustainable manner. Maximising the strength of the tourism offer will improve England's competitiveness globally however there are a number of financial constraints in a challenging economic climate including the reduction in public sector financial support. 6

7 1.4 Strategic Framework Objectives The Strategic Framework aims to achieve four independent objectives. These have been developed through wide consultation with the industry and are designed to address the opportunities and challenges for England's visitor economy. Objective 1: To increase England's share of global visitor markets Marketing must build the profile of the England brand in the world marketplace. Informed by a thorough understanding of the visitor s motivations across target markets, it will focus on England s most attractive destinations and experiences. Objective 2: To offer compelling destinations of distinction Local tourism businesses, alongside destination management organisations, local government and other relevant sectors, such as transport, must share responsibility for creating a successful destination experience. Objective 3: To champion a successful and thriving industry A successful approach will help balance the growth aspirations with principles of sustainability to help protect the environment and cultural heritage ensuring long-term economic success. Objective 4: To facilitate greater engagement between the visitor and the experience Visitors must have a warm welcome and great service, easy access to information, improved accessibility to tourism facilities and services and a world-class transport infrastructure. The successful delivery of the VisitEngland Strategic Framework will be dependent upon effective partnerships across the industry placing strong emphasis on stakeholder engagement and communication to involve the tourism industry at national, subregional and a local level. 1.5 Strategic Framework Action Plans A number of Action Plans have been developed by various industry stakeholders to enable the effective delivery of the Strategic Framework including the National Marketing Strategy, Modernising the Visitor Experience Strategy, the Transport and Tourism Strategy as well as Destination Management Plans submitted by each of the Destination Management Organisations across the country. VisitEngland will be able to understand each destination and what they are trying to achieve in a strategic context. 7

8 Worcestershire Destination Management Plan A Localised Approach VisitEngland s Strategic Framework outlines the importance of working in partnership and the need to create dedicated Destination Management Plans for each destination. This Destination Management Plan for Worcestershire will be an essential tool in the delivery of a successful visitor economy helping to drive co-ordination of tourism marketing, management and development at a local level. This Destination Management Plan (DMP) aims to ensure that all stakeholders in the tourism industry work together to achieve the destinations objectives. By working together destinations can achieve better use and management of resources, strengthen the quality of the visitor experience, improve the performance of businesses, manage and monitor the impacts on local communities and the environment, strengthen the case for funding and help identify projects for support. 2.1 Working in Partnership This Destination Management Plan has been created following the VisitEngland Strategic Framework The Plan highlights the VisitEngland objectives but also the importance of a localised approach to tourism delivery by producing Worcestershire's own objectives, priorities and actions. The Destination Management Plan has been produced in consultation with many stakeholders and partners from across Worcestershire. Destination Worcestershire, the county tourism partnership lead the consultation process and evaluated the research with the Worcestershire Local Enterprise Partnership (LEP) being involved throughout the process. The Worcestershire Local Enterprise Partnership Tourism and Leisure Sub-Group is an open forum made up of representatives from a wide variety of organisations with an interest in the Worcestershire visitor economy. The representatives include proprietors, general managers, senior executives from the private sector as well as local authority officers ensuring all natures of business from the tourism industry are involved at a strategic level. In April/May 2012 Destination Worcestershire held eight localised consultation events across the county enabling the wider tourism industry to be involved in the Consultation process. The events were held in Worcester, Malvern, near Tenbury Wells, between Bewdley and Kidderminster, between Pershore and Evesham, between Bromsgrove and Droitwich Spa, Broadway, Upton upon Severn and Redditch. Over 100 people attended these localised events in total with many representatives from small and medium sized businesses. Destination Worcestershire also attended various workshops and partnership events collecting feedback from a number of organisations with an interest in Worcestershire's tourism including the Worcestershire Arts Partnership, the Mid Worcestershire Ring Steering Group, Worcestershire Tourism Officers Group (comprising of representatives from the 6 District Councils), the Cotswolds and the Malvern Hills Areas of Outstanding 8

9 Natural Beauty (AONB), Museums Worcestershire and local authorities. Representatives from the Worcestershire LEP Tourism & Leisure Group also had a meeting with John Penrose, Minister for Tourism & Heritage during his visit to the County for the Olympic Torch Relay on 24th May The wider consultation events were attended by over 200 people from the private, public and voluntary sectors, with many representing other business networks or associations including the Worcestershire Economic Partnership. Following the initial consultation, in August 2012 the feedback was presented to the Worcestershire LEP Tourism & Leisure Sub-Group and circulated to the wider industry for further comments. The DMP was then drafted in September/October and once again circulated for further feedback before being amended and signed off by key stakeholders at the beginning of November The Value of Tourism in Worcestershire The Sub-Regional Value of Tourism in the UK in 2008 paper published by The Tourism Intelligence Unit (TIU) provides the most up-to-date data available on Worcestershire tourism economy statistics. The paper states that the visitor economy is estimated to have totalled 522million in 2008, made up of 38million spent by overseas visitors, 100 million by domestic overnight visitors and 384 million by domestic day trippers. Out of the 522million spent on tourism, approximately 44.5million was spent on accommodation, 120million on food and drink, 12million on transport, 44.5million on cultural, sporting and other recreational services such as visitor attractions, and 301million spent on other products. The paper also states 25,100 individuals were employed in tourism of whom 22,900 were employees, 10,200 full time and 12,700 part time. More research has been commissioned to identify the types of visitor as well as the impact on the Worcestershire visitor economy. 2.3 The Volume of Tourism in Worcestershire Worcestershire received 11.9 million visitors in 2000 (Worcestershire Economic Impact Assessment 2002). The Worcestershire Visitor Survey 2005 gathered from a sample of 1,645 visitors provides an insight into the type of visitors and their reasons for visiting the county: Types of Visitor: Over half (56%) of visitors were on a day visit, compared with 58% in In the day visitor market, the majority of visitors originated from the neighbouring county of the West Midlands Metropolitan area, with the remainder coming from the surrounding central midlands and other neighbouring counties. Visitors staying overnight in the County accounted for 28% of the market. The greatest proportions of domestic overnight visitors were again originating from the West Midlands Metropolitan area (11%) and Hampshire/Isle of Wight (5%). Lancashire, London/Middlesex, Surrey and South Wales each supplied 4% of visitors respectively. A total of 102 overseas visitors from 18 different countries were interviewed, representing 6% of all visitors. The USA (24%) and Australia (19%) were the main originating countries, an increase from the 2002 survey when both the USA and Australia contributed only 4% and 8% of visitors to the UK respectively. It should also 9

10 be taken into consideration that when the previous survey was undertaken in 2002, the overseas markets were still recovering from the after affects of both the Foot and Mouth disease and the impact of the September 11th terrorist attacks in the USA. New/Repeat Visitors: 16% of visitors were in Worcestershire for the very first time, slightly lower than in 2002 (18%). 84% had made a previous visit to the County. This high level of repeat business suggests the tourism product meets expectations of current visitors, but is still appealing to new visitors. Type of Previous Visit: Of the 84% of visitors who had been to Worcestershire before, 63% had made a day visit, 21% an overnight visit and 16% had made both a day and overnight visit. How Long Since Last Visit Made? Day visitors were the most frequent visitors to Worcestershire with three fifths (60%) returning to the county more than ten times in the past five years. Just under a third (29%) of overnight UK visitors also visited more than ten times. Domestic visitors touring into the county (12%) were the least likely market to have visited Worcestershire before, compared with only 2% of day visitors. Length of Stay: Visitors were asked how many nights they would be staying in Worcestershire on their trip. The average length of stay was 4.7 nights. For domestic visitors the average length of stay was 4.4 nights and for overseas visitors 7.4 nights. The average length of stay for both day and touring visitors in the County was approximately 4 hours 31 minutes. For UK day visitors the average stay was 4 hours 34 minutes. Domestic touring visitors stayed the shortest with an average stay of 4 hours and 16 minutes. For overseas touring visitors the average stay was 4 hours 54 minutes. Main Holiday or Additional Short Break? Eight out of ten visitors (81%) stated that they were on an additional holiday/short break in the area. Just under a fifth (19%) of visitors were on a main holiday in Worcestershire. Over a third (34%) of new visitors were in Worcestershire on a main holiday, compared with only 14% of repeat visitors. Over half (57%) of overseas visitors were on their main holiday, UK visitors were more likely to be on a short break (86% overnight and 95% touring). Accommodation: Over a third (35%) of all overnight visitors were staying with friends / relatives (VFR), with similar proportions for domestic visitors (36%). Six out of ten (63%) of overseas visitors had stayed with their friends or relatives on this trip. Serviced accommodation was used by over a quarter (29%) of overnight visitors, with 17% staying in hotels and 12% in guesthouse/b&b accommodation. The non-serviced market in Worcestershire is an important segment for the county with almost a third (31%) of visitors choosing this form of accommodation on their trip, a slight decrease from the 2002 survey where 32% of visitors used non-serviced accommodation. 10

11 Booking and Rating of Accommodation: Of the visitors staying overnight (excluding those visitors staying with friends and relatives), 231 people commented on how they had booked their accommodation. The majority, 67% had pre-booked directly with their establishment, 13% had booked via the Internet and 5% with a tour operator. Slightly more domestic visitors had pre-booked their accommodation than overseas visitors (68% compared to 59%). Ratings given to accommodation establishments in Worcestershire were generally high, with an average (mean) score of over 4 out of 5. The majority (90%) of respondents stated that the range of accommodation available in the Worcestershire area was good or very good with an average rating of % of respondents stated that the quality of service in the establishment at which they were staying was good or very good average of 4.4 mean score. High ratings were also given for value of money (4.38), with 89% of respondents stating good or very good when asked. Mode of Transport: 84% of visitors arrived in Worcestershire by car, the same as in The total proportion of visitors using public transport has also remained static with 6% of visitors using public transport in 2005 as they did in Activities Undertaken in Worcestershire: Visitors were asked to indicate the main activity they would be undertaking whilst on their visit to Worcestershire. General sightseeing (32%) and Visiting an Attraction (27%) were the top two responses. Walking and hiking were mentioned by 12% of visitors, with visiting friends and relatives the main activity for 10% of respondents. New visitors were more likely to state general sightseeing (45%) as their main activity, whilst repeat visitors were more likely to visit an attraction than new visitors (29% compared with 25%). Information Usage: Almost half (48%) of all respondents stated a previous visit had encouraged them to return to Worcestershire. An additional 21% stated a personal recommendation / word of mouth and 7% stated tourism leaflets / brochures had influenced their choice to visit. 7% of visitors indicated that tourism leaflets/brochures had influenced their visit. Of those who did use/intend to use information once in the County, over half (56%) indicated that they had gathered the information from a Tourist Information Centre. An additional 21% obtained information from information racks at attractions, 17% gleaned information from brochures found at accommodation and 8% took advice from accommodation providers. Attractions and Locations within Worcestershire: Visitors who indicated they had visited an attraction as an activity were asked to indicate which attractions they had or intended to visit. All results exclude visitors interviewed at the named attraction, to reduce bias from their current trip. 12% of visitors had already visited Worcester Cathedral, rating it 4.60 out of 5. A further 19% intended to visit on this trip. A full breakdown by attraction/location is shown in the main report. 11

12 Comments about Worcestershire: 38% of respondents stated that they liked the countryside/rural area, 14% said they liked the scenery and 10% liked the River/Canals/Waterways. 9% commented on how beautiful the County was, 6% found it peaceful, 5% described Worcestershire as quaint/very English and a further 5% liked the History of the County. Respondents were also asked to note what had spoilt their visit to the County. Encouragingly, two thirds (66%) of all visitors said nothing had spoilt their visit. The most cited issue that spoilt a visit was the weather 8% and traffic, noted by 4% of visitors. Evaluation of facilities and services: Overall for the county, all scores are generally high particularly for tourist information and upkeep. The poorest elements are public toilets. Upkeep/appearance is high for most of the towns. The highest score is for Broadway, which scored 4.80 (4.7 in 2002); the lowest was for Kidderminster (3.66). With the exception of Shopping and Tourist Information, Broadway received the highest scores across all categories. Worcester received the highest rating for Shopping (4.46) and Malvern received the highest score for Tourist Information (4.64). Demographic Profile of Visitors: A total of 1630 parties of visitors provided demographic data. The average (mean) number of people per group was 2.8 (2.3 in 2002) giving a total of at least 4,545 people included in the survey sample. The survey was undertaken during weekends and weekdays, school holidays and term time. Overall 21% of visitor groups had children in their party (compared with 27% in 2002). 41% of all groups are adult couples, with family groups making up another 26% of all visitors. Almost two thirds (62%) of visitors to Worcestershire were over the age of 45, with slightly more female visitors than males. Almost a third (32%) of respondents we're classified as AB, slightly less than in 2002 (36%). A further 32% were classed as C1, 21% as C2 and 16% as DE. 2.4 Investment in the Tourism Sector Despite the economic downturn over the past few years both public and private sector investment has continued, allowing new tourism industry projects to be developed across the county. These projects have helped to increase employment opportunities in construction and the success of these developments will continue to create new job opportunities, as well as economic growth by attracting new visitors to the county. The following developments have taken place with a mixture of public and private sector investment: The Hive, Worcester - the first joint public and university library in Europe The University of Worcester - new campus & sporting facilities Worcester Indoor Arena (open January 2013) - 3,000 seating capacity & home to Worcester Wolves Premier League Basketball Team Worcester Warriors Rugby Club - new leisure and conference facilities with plans to develop a hotel Worcestershire County Cricket Club, Worcester - new conference / function facilities and development of a Premier Inn due to open in Autumn 2013 Worcester City riverside refurbishments and regeneration of Diglis including new pedestrian / cycle bridge Worcester City Lowesmoor regeneration Improvements to Worcester Foregate Street Railway Station Stanbrook Abbey, Callow End, near Worcester - former Benedictine Monastery 12

13 converted into hotel and conference / wedding / function facilities Brockencote Hall Hotel, near Kidderminster - major refurbishment including conference / function rooms, bedrooms and restaurant opened 2012 West Midland Safari & Leisure Park, Bewdley - Spring Grove House major refurbishments of conference / function rooms opened in 2011, new leisure park rides 2011/12, new animal enclosure facilities 2012, plans for further major development to include hotel, large conference venue and water park ReWyre initiative in Kidderminster including Severn Valley Railway upgraded connection to the main line, Safari Park halt and other developments Kidderminster Museum of Carpets - new attraction in Autumn 2012 Stourport on Severn Canal Basins regeneration Bromsgrove town centre improvements & regeneration Droitwich Canals - major regeneration project to re-open two canals completing the 21 mile Mid Worcestershire Ring in July 2011 (and further potential for a Arts Trail) ELIM Conference Centre - former private school converted into residential conference & leisure facilities Three Counties Showground, Malvern - new non-residential conference centre and refurbished conference facilities 2011/12 The Wood Norton Hotel, near Evesham - major refurbishment including conference / function rooms, bedrooms and restaurant due to open Autumn 2012 Evesham Country Park development to include holiday lodges, fishing lakes/facilities, nature walks, orchards, improved cycle & footpath links to Evesham town centre Cotswold Conference Centre, Broadway - new 32 bedroom accommodation and additional conference facilities in 2012 Worcestershire County Museum and the Hartlebury Castle Estate New Geopark Visitor Centre and Cafe on the Malvern Hills New Premier Inn being built in Redditch Extension to and refurbishment of Abbey Stadium in Redditch New Travel Lodge and Premier Inn completed in Kidderminster 2012 Ashmolean Museum in Broadway with exhibits from the Ashmolean Museum in Oxford 2.5 Strategic Planning and the Environment The National Planning Policy Framework 2012 encourages "sustainable rural tourism and leisure developments that benefit businesses in rural areas, communities and visitors, and which respect the character of the countryside". It also advocates to plan positively for the creation, protection, enhancement and management of biodiversity and green infrastructure. Earlier this year the Local Economic Development and Environment (LEDE) toolkit was undertaken by Worcestershire County Council's Strategic Planning and Environment team for the Worcestershire Local Enterprise Partnership. The study looks at tourism as both an ecosystem service and economic sector to analyse how the natural environment can facilitate the growth of Worcestershire's economy. It is important to recognise the need for tourism to adapt to any likely future impacts on this sector. 13

14 2.6 Green Infrastructure Green Infrastructure is the network of green spaces and natural elements that intersperse and connect our cities, towns and villages. It provides multiple benefits for the economy, the environment and people. It also provides a perfect solution in order to minimise threats and enhance opportunities for tourism and the economy in general. Significant sectors of the rural economy of Worcestershire rely upon the high quality of the countryside to attract visitors for example, the Malvern Hills Area of Outstanding Natural Beauty or watercourses more widely. Investment in maintaining these key green Infrastructure assets and developing a wider portfolio of such assets is critical. Green Infrastructure offers recreation and leisure opportunities but also encourages economic activity within agriculture, forestry etc. It provides economic benefits while protecting natural environment. Various elements and functions of Green Infrastructure are relevant to tourism in Worcestershire: Watercourses boating, fishing, watersides, canal walks Landscapes Malvern Hills, trees, woodland and general countryside Biodiversity bird watching, fishing, appreciation of the fauna Parks and open green spaces walks, events Woodland and trees fresh air, distinctiveness of the place, walks Local food production events such as fruit, cider, asparagus festivals, Three Counties Show, etc. Climate change mitigation and adaptation flood alleviation to protect local businesses, droughts, increased temperatures and adaptation of the landscapes, biodiversity and local economy to new conditions. Renewable energy Renewables have the potential to offer a destination for educational or recreational visits Connectivity cycling and walking routes, bridges Landmarks for example Kane Food's green roof Cultural historic buildings, landscaping features 2.7 Green Credentials Many organisations in and around Worcestershire are already committed to Sustainable 'Green' Tourism. As of October 2012 ten businesses in Worcestershire are inspected through the national Green Tourism Business Scheme and a further 20 businesses are signed up to the Worcestershire Green Tourism Online Toolkit, a partnership between Destination Worcestershire and VisitEngland. 2.8 Technology Ensuring the tourism information infrastructure is up-to-date with technology advancements will be a key factor determining the success of driving visitors to the county in the future. The development of technology over the past few years has revolutionised how people plan and book holidays and this trend is set to continue with the introduction of new devices, enhanced handsets, faster broadband access, more downloadable apps, improved mobile phone coverage, access to computerised information kiosks and the introduction of AR (Augmented Reality) codes. There will be many other new technologies introduced during the time span of this plan which will also need to be considered as and when required. Worcestershire needs to compete will many other destinations that are more technology savvy. One step towards this has been the redevelopment of the 'Visit 14

15 Worcestershire' website which has online booking, e-ticketing, an e-shop, an itinerary builder and most importantly it is available in 48 different languages, enabling the county to attract international visitors. Although this is a step in the right direction, Worcestershire can benefit by further by developing access to information via new technology. Business engagement will also be an important process to ensure small and medium sized businesses have technology on their own marketing agenda ensuring each business has an address, a modern website preferably with online booking and mobile phone friendly web templates as a minimum. New technology needs to be embraced by the whole tourism industry enabling visitors to access information easily and plan their visit before hand and whilst they are in Worcestershire. There are a number of initiatives aiming to drive tourism technology in Worcestershire into the 21st century. The Malvern in Technology Initiative aims to build on the reputation and success of Malvern as a centre for technology, with new initiatives such as 'Route To The Hills' and a new interactive Geopark Visitor Centre. 2.9 Quality Standards Policy The agreed quality standards policy for Worcestershire encourages all businesses to participate in an independent quality inspection programme as an objective method to measuring and improving standards, whilst informing consumers of the levels they can expect. The quality standards policy also recognises that consumers demand choice and have increasing access to the reviews of others that have experienced venues before and therefore promote the destination comprehensively where venues engage and meet their legal obligations Tourism Delivery Effective destination management requires an integrated approach with adequate resources, taking into account visitors, residents and business needs, opportunities for growth as well as environmental considerations. The Worcestershire tourism industry is made up of various tourism organisations, local authorities and tourism associations. There is limited funding available from the public sector and with the economic downturn the private sector also has less money to spend. One of the key actions of the Worcestershire Local Enterprise Partnership is to reduce fragmentation and maximise resources Strong Existing Partnerships There are a wide variety of existing partnerships in the county striving to achieve, ultimately the same goal of increasing visitor spend and economic growth although each partnership may have a different approach to delivery. The Worcestershire Local Enterprise Partnership coordinates Partnership working via an open Tourism and Leisure Sub Group which is made up of members from every aspect of the industry Stakeholders and Objectives There are many stakeholders involved in the Worcestershire tourism industry at a national and local level. It is important to note that the success of Worcestershire as a tourism destination needs to be co-ordinated at a local level and driven by the key partners highlighted below. The 'Stakeholders in the Worcestershire Tourism Industry' chart on the next page is the first attempt to represent the tourism sector in Worcestershire, highlighting the partnerships that already exist. The vision and key responsibilities within the tourism sector for the Worcestershire Local Enterprise Partnership are highlighted on the next page. 15

16 Worcestershire Local Enterprise Partnership "The Worcestershire LEP's vision is to create the right economic environment to inspire businesses, encourage investment and to create lasting and sustainable employment in Worcestershire by 2017 and beyond." The LEP Vision is being delivered by focussing on four strategic objectives which shape the core priorities for the next three years at least. The LEP will marshal resources and delivery in partnership with Worcestershire interests, as well as through external alliances such as other LEP's, in order to secure national and international commitments and funding. The LEP will constantly interact, listen to and talk with local to national stakeholders and businesses of all sizes, types and sectors to deliver results. The LEP will seek to significantly add impetus in raising awareness of Worcestershire as a tourism destination within a bigger game plan to raise awareness of Worcestershire as 'the place to live, work, play and invest in.' For tourism there must be a particular focus on improving the County's tourism infrastructure and both quantum and range of hotel provision, including top quality business and destination hotels. It will develop private sector support by engaging them in promoting the Worcestershire offer. Other Tourism Partners Key National Partners Destination Worcestershire VisitEngland Herefordshire and Worcestershire Chamber of VisitBritain Commerce Department of Culture, Media Worcestershire County Council & Sport North Worcestershire Economic Development Environmental Agency and Regeneration English Heritage Malvern Hills District Council National Trust Worcester City Council Canal and River Trust Wychavon District Council Forestry Commission Worcester BID (Business Improvement District) Arts Council Malvern Hills Area of Outstanding Natural Beauty Highways Agency The Cotswolds Area of Outstanding Natural Beauty DEFRA Worcestershire Arts Partnership Heritage Partnerships North Worcestershire Tourism Association Malvern B&B Consortium Worcester Tourism Association Worcestershire Farmstay Group All the above organisations have a major contribution to play and have policies which contribute to further developing the visitor economy in Worcestershire. An example of this is the Open for Business policy that Worcestershire County Council have developed. 16

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18 Worcestershire Destination Management Plan Understanding the Destination 3.1 The Planning Process Part of the key planning process is to evaluate a destination to ensure it maximises the use of resources, achieves the greatest effectiveness out of the opportunities available as well as reducing the risk of failure regarding the destinations activities. Worcestershire is an active tourism destination with many businesses within the industry which includes a vast majority of Small and Medium Sized Enterprises (SME's). The Worcestershire tourism industry is made up of the following: Attractions 400+ Hotels 90+ Guest Accommodation (inc. B&B's and Guest Houses) 365+ Self Catering 240+ Camping and Caravanning Sites 52+ Food and Drink Establishments (inc. Restaurants, Pubs, Cafes) Local Food and Drink Producers (inc. Farm Shops and Delis) 150+ Conference and Event Venues (inc. Wedding Venues) 120+ Tour Guides 8+ Coach Operators 16+ Conference and Meeting Venues 60+ In addition to the business listed above there are hundreds of organisations that benefit the visitor economy by organising many festivals and events in Worcestershire on a commercial and voluntary basis. Tourists are attracted to Worcestershire for many purposes including enjoyment of the county's countryside, scenery and wildlife, visiting attractions & events, using waterways, exploring the local heritage as well as taking part in activities such as walking & hiking. Visitors come to Worcestershire with the purpose of enjoying its outstanding natural beauty and participating in recreation activities. The protected areas, public open spaces, rights of way network, heritage buildings, historic sites and attractive towns and villages all provide opportunities for attracting day visitors and increasing overnight stays. 3.2 SWOT Analysis A SWOT analysis is a strategic planning method for conducting an audit. For this purpose the SWOT analysis will enable the Worcestershire tourism industry to evaluate where the destination is at in terms of the strengths and weaknesses/ limitations as well as the opportunities and threats. By identifying the strengths, weaknesses, opportunities and threats a destination can produce an action plan in order to develop effectively and highlight the priorities and actions that need to be taken to create a sustainable tourism destination. This SWOT analysis has been produced in consultation with many stakeholders in the Worcestershire tourism industry. 18

19 Strengths Excellent motorway links via M5, M42 & M50 Good public transport including the rail network with direct trains to London, Birmingham and many other areas Birmingham Airport 30 minutes and Bristol 1 hour 20 minutes Rural location with many outdoor spaces including Malvern Hills Area of Outstanding Natural Beauty, Clent Hills (National Trust) and The Cotswolds Areas of Outstanding Natural Beauty (AONB), Wyre Forest (Forestry Commission), Vale of Evesham, Country Parks, Nature Reserves, way-marked trails and 3,000 miles of Public Rights of Way Extensive waterway network including River Severn, River Avon, River Teme, Worcester- Birmingham Canal, Staffordshire to Worcestershire Canal and the Mid Worcestershire Ring including Droitwich Canals Quaint market towns and villages Historical Cathedral city of Worcester Abundance of locally sourced food & drink Quintessentially England / Elgar country / The Archers Wide variety of visitor attractions Strong range of events, festivals and cultural activities, some historic and internationally known (e.g. Three Choirs Festival) Many new festivals have sprung up over the last two years inc. Worcester Music Festival and Worcestershire Literary Festival Identifiable brands (e.g. Cotswolds, Malvern Hills, West Midland Safari & Leisure Park, Severn Valley Railway, Three Counties Showground, Malvern Theatres, etc.) Variety of conference and event venues Specialist shops such as arts & crafts, antiques, jewellery etc Diverse heritage offer including historic houses, places of worship and the industrial revolution Broad sporting offer for both participants and spectators with many impressive venues e.g. rugby, cricket, basketball, rowing, fishing & water-sports Tourist Information Centres at key locations Strong existing partnerships IT systems in place for online accommodation booking and e-ticketing Private sector investment (see page 11) Weaknesses Public transport including reliability, cleanliness, services to key attractions, Sunday service, Winter Park & Ride hours Lack of coach parking facilities in areas Too dependent on cars Poor signage inc. motorways, highways, in some towns and villages Visitor information not always available Too many different organisations responsible for tourism in Worcestershire No business plan / strategy for developing a strong visitor economy in certain areas No joined up approach to managing town centres Lack of up-to-date research including Economic Impact Assessment & Visitor Survey Largely seasonal tourism Low number of overnight stays compared to day visitor market Lack of promotion at key entry points including motorway service stations, bus terminals, train stations and car parks Dispersal of visitors from key attractions around the destination Visitor attraction awareness Lack of 4/5 star quality of accommodation in Worcester City Lack of a large scale arts/music venue Lack of a professional approach & quality service by small businesses and voluntarily run Tourist Information Centres with inconsistency of service Lack of understanding visitor needs (e.g. shops/restaurants not open on Sunday s or inconsistent opening hours, particularly in towns) Private landlords being inflexible in the rates they charge resulting in too many empty shops in towns Nightlife in towns and city can be threatening for visitors Limited / patchy mobile phone coverage & lack of high speed internet Lack of billboards and advertising sites for tourism businesses to advertise attractions, special offers and events Lack of interactive information available in a range of formats such as web based downloads, phone apps and site based information facilities Weak tourism brand compared to competitors Opportunities Further partnership working with various stakeholders including VisitEngland, District Councils, Visit Herefordshire, Gloucestershire, Shropshire, the Areas of Outstanding Natural Beauty and town partnerships Encouraging further links between towns & Threats Reduction in public sector support and general lack of finance for industry support Economic downturn and reduced disposable income for leisure activities Budget airlines and low cost travel to overseas destinations 19

20 twinning connections Links with transport operators (rail, bus, coach, etc) Joined up marketing with key Worcestershire brands including the University of Worcester, Worcester Bosch, Lea & Perrins, The Archers etc Promotion to overseas markets via encouraging inward investment Legacy of London 2012 Rugby World Cup 2015 Working with Creative England to encourage Worcestershire to become a recognised film location Anniversaries and film releases e.g J.R.R Tolkien s The Hobbit Improvements in technology i.e. Internet, social media, mobile, etc. An ageing population will increase product demand Private sector developments will increase interest in location New Mid Worcestershire Ring for recreational activities New overseas markets Improvements in the economy in the future Increase in 65+ market Potential for Worcestershire to be developed as a destination for walking and other forms of outdoor recreation Negative opinions of the UK as a tourism destination Maintaining resources to ensure that high quality facilities and services are maintained Poor tourism signage unless the current national policy is changed to support the economic benefits in addition to road safety Skills and labour shortages Increasing competition from other UK & overseas destinations Increasing energy costs putting up running costs for businesses Major building developments that have a negative impact on the environment and attractiveness of the destination Increased traffic congestion making access more difficult Not keeping up with technology Not embracing new trends, new visitor markets or changing market tastes Residents negative opinion of tourism Lack of interest amongst many tourism businesses in embracing changing practices and behaviours even when financial incentives are offered (e.g. participation in the Green Tourism Business Scheme) UK seen as an expensive destination and not value for money Climate change/adverse/extreme weather conditions (flooding in particular) 3.3 Worcestershire s Vision Worcestershire has many assets which make it a viable tourism destination for a wide variety of different target markets. The main reasons to visit the county currently fall into the following categories: Arts and Culture, Countryside and Waterways, Heritage Attractions, Gardens, Family Attractions, Sports, Shopping, on Business or Visiting Friends and Relatives. Other reasons include sampling local food and drink, study breaks and spas. Worcestershire has a wide variety of festivals and events on offer across all the above categories, particularly for the arts such as music events, theatre breaks, craft shows and courses plus many more. The developments outlined in (2.4) will create new recreational opportunities and provide new reasons for visitors to come to the county. Growth areas can be identified in the luxury hotel market, health tourism, arts and culture, countryside and waterways, festivals and events and visitors wanting to experience the heritage on offer as well as sports. The following Vision has been prepared taking into consideration the most important and influential themes providing a statement for the county to aspire to: Worcestershire will be an iconic cultural destination, a hub for the arts. There will be a growing number of festivals on the international events calendar as well as internationally recognised heritage attractions. The rural landscape will continue to be one of Worcestershire's best assets and sustainable development will be at the county's core. 20

21 3.4 The Worcestershire Framework The key objectives for the Worcestershire tourism industry to prioritise are the overarching reasons why a Destination Management Plan is required for successful tourism development. The key objectives are: Strategic Objective One To increase Worcestershire's share in the global visitor economy Strategic Objective Two - To increase the Visitor Economy - increase visitor spend and employment Strategic Objective Three - To provide a world-class visitor experience Strategic Objective Four - To encourage sustainable development 3.5 Delivery Plan This action plan has been created following the consultation with a variety of stakeholders ensuring their actions and priorities have been incorporated. The Plan also lays out the priorities to help achieve the overall tourism strategy which is striving to achieve the key objectives outlined above. The Plan lists 20 priorities and provides some background behind the current situation. The Plan also recommends delivery methods and actions to be taken by a variety of stakeholders to help ensure it is delivered within the three year period. Once the actions have been assigned to different organisations details will be added regarding the actual timeframe for the outcomes to be achieved. The priorities can be divided into a number of key topics within three headings: Management and Resource 1. Encourage sustainable development and inward investment 2. Develop Partnerships with key stakeholders 3. Develop appropriate levels of financial resource to help deliver the Destination Worcestershire Plan 4. Address skills shortages 5. Ensure stakeholder strategies are imbedded into everyday practice 6. Establish Destination Worcestershire as a Destination Management Organisation (DMO) Marketing and Communication 7. Conduct new and thorough research 8. Develop an international marketing strategy 9. Promotion of the Worcestershire brand as a tourism destination 10. Build stronger, focused links between the arts, heritage and tourism 11. Promote Worcestershire to business markets 12. Develop package holidays and short breaks 13. Increase cross border promotion 14. Encourage promotion between twin towns 15. Encourage joint promotion/packaging between tourism businesses Visitor Experience 16. Improve signposting to benefit the Worcestershire economy 17. Improve access to information 18. Provide a warm welcome to visitors 19. Improve visitor entry points and public transport 20. Managing the public realm effectively 21