LDA VisitorManagementPlanningToolkit

7/28/2019 LDA VisitorManagementPlanningToolkit

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A toolkit to help your visitor

management planning



A toolkit to help your visitor management planning A toolkit to help your visitor management planning 3

What is visitor management?In simple terms visitor management is …

… engaging with visitors to influence their movements and behaviour in your destination.

Visitor management is one component of the wider destination managementprocess.

About this toolkit

This is a practical step-by-step guide to Visitor Management Planning(VMP) for people working in the London visitor economy - particularlythose responsible for place shaping and destination management.

It was commissioned by the London Development Agency (LDA) in 2006,to support local visitor economies across London. It draws on the visitor

management planning carried out concurrently in Woolwich and CityEastside.

For more information or guidance call Niall Brolly at the LDA on 020 7593 8000or Malcolm Connor of the consultancy team on 01926 642157

Acknowledgements

This toolkit is based on the outputs of a consultancy study commissioned bythe LDA from TEAM Tourism Consulting, a UK-based international tourismconsultancy specialising in strategic and operational planning consultancyfor tourism destinations. The work was undertaken for TEAM by AmandaShepherd, Malcolm Connor and Peter Varlow - www.team-tourism.com

And with thanks for some source material and case studies to:

Destination Management Handbook, published by ETBand Tourism Management Institute 2003

Haley Sharpe Design, specialists in visual & spatial communication- www. haleysharpe.com

Introduction




What does a visitor management plan cover?Every visitor management plan is different but in an urban area the manyfacets to visitor management can usually be grouped under five headings - asshown in the diagram below. This shows the synerg y between the variouselements that contribute to the overall visitor experience.

ntroduction

So, visitor management is wide ranging and touches on infrastructure

development, including investment in the public realm and identifyingsites for visitor economy related development.

Visitor flows need to reflect capacity, so visitor management also includessome aspects of marketing - developing reasons for off-peak visits, for example by developing events or special promotions.

And it means managing visitor flows once they are at the destination,creating orientation routes using information boards, maps, signage, sitingof facilities and landscaping.

Transport routes

Orientation and

interpretation

Welcome

Gateways

Visitor facilities

Why is this important?Effective visitor management can:

contribute to the visitor’s understanding and appreciation of your •

destination

reduce damage to sensitive sites and localities•

tackle issues that may be affecting the quality of your experience and the•

quality of life for local people

attract and disperse visitors within the destination to spread the economic•

benefits more widely

encourage more visitors to come at times when there is plenty of spare•

capacity

encourage visitors to visit the parts of the destination that are best able to•

handle them.

Make sure you think of it from the visitors’ perspective. What experiences dothey want? What impressions will they take home with them that will makethem visit again, or recommend your destination to others?

Visitor management is about getting the basics right - signage, welcome,information, navigation etc - not necessarily “wow” factors but things that canspoil the visitor experience if they are not right. A nd getting things right doesnot often happen by accident - it needs to be planned.




The Visitor Management (VM) planning process

ntroduction

This toolkit is divided into four sections.

Preparation: your objectives and stakeholders1)

Where are you now?2)

Where do you want to be?3)

How are you going to get there?4)

Each section contains some explanatory information, gives you some casestudies and then has a checklist - your next steps.

Preparation:

Identify stakeholders, VM objectives,

VM planning resources & timescale

Where are we now?

Audit

How are we going to get there?

Action Planning Workshop

Where do we want to be?

Visioning Workshop

Position

Statement

Vision

Opportunities

& Issues

Action Plan

What can this toolkit do?This is a toolkit aimed at destination managers, tourism officers, town centremanagers and other people (primarily in the public sector) to guide their visitor management activity. It should be read in the wider strategic contextof regional, sub-regional and local strategies.

It also needs to fit into other visitor economy planning work:

This diagram simplifies the strategic planning process, but it does show thatvisitor management is only part of the bigger picture that creates the overalldestination management plan. It needs to be consistent with things thatyou might be doing in marketing, visitor services, research, training, businesssupport and other areas. So it must relate to your overall objectives andtarget segments. And of course it needs to take into account the planning andinvestment environment in your destination, regeneration projects, transportplans, Business Improvement Districts etc.

Your visitor management plan could be part of a much larger visitor economystrategy or could be a separate, but integrated, piece of work.

Establish

the visitor economy

objectives

for your destination

Identify your market

segments

Prepare the visitor

marketing plan

Prepare the visitor

management plan

Prepare the visitor

information plan




Getting stakeholders on boardSuccessful visitor management can only be achieved in partnership with thewhole range of stakeholders in your destination. This includes:

the public-funded agencies including the LDA and Visit London•

regeneration initiatives•

town centre management bodies•

local businesses (including property developers) and business associations•

local residents’ associations and community groups•

the voluntary sector.•

Your visitor management plan needs to have the input and backing of thesevarious stakeholders to make sure that it is implemented successfully, thatvisitors experience a warm welcome and that local communities benefit fully

from the visitor economy.

will want some guidance

on what there is to see that

they’ll enjoy most, where,

and when; and to be able

to find their way around

your destination hassle-

free

will want visitor

management that

maximises visitor spend

and business profitability,

and that sustains the

visitor economy into the

future

will want visitor

management that

supports local jobs and

services and minimises

potential problems caused

by visitors

will want to safeguard

the quality of the public

realm and visitor economy

infrastructure, focus on

safety and security and

restrict visitor numbers at

sensitive locations

Your visitors Your industry Your communityGuardians of

your environment

There may be some statutory obligations to consider - Conservation Areas,Listed Buildings, World Heritage Site designations, Sites of Special ScientificInterest (S.S.S.I.) etc.

You need to agree objectives with stakeholders at the outset. Between them,they are likely to manage a lot of your visitor product and infrastructure so willbe responsible for delivery of large parts of the visitor management plan.

Local communities’ objections to visitors are often because they do notunderstand the importance of visitors to the local economy - and also becauselocal people may bear the brunt of negative impact. So you will need tocommunicate information about the positives - the impact of visitor spend on jobs, local services and facilities - and about how a good visitor management

plan can tackle potential negative impacts.

Setting objectivesYour visitor management objectives will be specific to your destination andstakeholders. They should address the need for:

a warm welcome and good first impressions•

clear orientation and navigation•

relevant information for the market - supplied when, where and how they•

want it

quality experiences in a safe setting.•

To be sustainable, destinations need to satisfy the needs of visitors, the industry, the community, and theenvironment. There may be some conflict or differing priorities about visitor management among thesefour different stakeholder groups, which the visitor management planning process will need to air andaddress:

Part 1

Preparation:

Your stakeholders

and objectives



A toolkit to help your visitor management planning0 A toolkit to help your visitor management planning 11

Part 1 Preparation: Your stakeholders and objectives

Case study - Urban objectivesThe objectives for the development of a strategic approach to visitor management in City

Eastside (part of Tower Hamlets in London) are listed below.To deliver a joined-up strategic approach across the area that will help create a•

sustainable destination, positioned as a central and east London gateway, making themost of its rich diversity, creating a welcome for visitors, offering high quality, value for money services and celebrating London’s lesser known gems

To act as a pilot for promoting destinations through the logic of the offer rather than•

relying on landmark drivers or borough initiatives

To meet the needs of high spend business visitors, needing focused local visitor services•

within a short time frame - “I have an hour to spend, what can I do?” - to the directbenefit of the local area

To improve the ability of visitors and business residents to navigate the area, with•

recommendations for innovative new signage, on street information and the provision of appropriate information at key entrance points to the area

To improve visitors’ knowledge and understanding of the City and East London’s product•

offer

To enhance the experience of visitors and ‘day time’ population and distribute the•

economic benefits of visitor economy to further increase the number of Small & MediumEnterprises and Black, Asian and Minority Ethnic (BAME) businesses benefiting from an

increase in local spendTo understand how to attract the high percentage of day visitors and short stay visitors•

who visit the major attractions on the edge of this area and increase their desire / confidence to explore further into the City and East London and experience the ‘lesser known’ area offer

To understand how to drive visitors into the street market, independent retail shops and•

niche attractions to assist their sustainability and long term survival

To improve visitors’ experience when they emerge from key transport points such as•

Liverpool Street, Fenchurch Street, Tower Gateway, Tower Hill, Aldgate, Aldgate East,Shoreditch.

Case study - Historic Town objectivesThere are six core objectives of the Windsor and Maidenhead Visitor Management Strategy.

To improve the quality of experience for residents and visitors alike by providing the•

infrastructure required to support local businesses involved in tourism

To seek and establish commercial and community partnerships by which, through•

working together and funding initiatives jointly, we can achieve our aims

To target specific market sectors, to increase the length of stay, frequency of visit and•

dispersal of visitors, in order to maximise economic benefit to all areas of the borough allyear round

To use technology to maximise the impact of the visitor management strategy including•

websites, email, telephone technology and other digital formats such as television

To complement and support other related strategies, in particular the Cultural Strategy,•

the Local Plan, the Best Value Plan, Regional Economic Development Strategy andTomorrow’s Tourism to act as a guidance document for town centre management andgenerate funding to support initiatives of the borough

To implement and monitor progress of the visitor management strategy on a regular basis•

ere are some examples of visitor management objectives from elsewhere:




Part 1 Preparation: Your stakeholders and objectives

Case study - Cultural/Heritage site objectivesThe Derwent Valley Mills Management Plan has an overarching mission.

To conserve the unique and important cultural landscape of the Derwent Valley Mills•

Site

To interpret and promote its assets, and to enhance its character, appearance and•

economic well-being in a sustainable manner

The Management Plan has seven specific aims.

To identify key issues affecting both the vulnerability of the cultural landscape and•

opportunities for its enhancement, and measures to protect the crucial significance of the site

To establish guidelines for future management of the site and the buildings and land•

within it, so that the essential character of the cultural landscape is conserved

To increase public awareness of and interest in the Derwent Valley Mills site, and to•

promote its educational and cultural value

To develop an integrated and sustainable approach to meeting the transportation•

needs of the site

To identify how present and possible future tourism within the Derwent Valley Mills•

can be developed in an environmentally and economically sustainable way for thebenefit of the local economy

To provide a common framework in which owners, occupiers, residents, public and•

voluntary agencies can pursue both individual and partnership action plansTo establish lasting mechanisms for monitoring, co-ordination and consultation•

Key steps

Agree who will be members of your partnership /steering group, its terms of reference and remit1)

Agree the timeframe in which to prepare your plan and get key dates in the diary2)

Define your objectives - either in a wider visitor economy strategy or as a specific visitor 3)management plan

Identify who will do the work - a lead officer / shared around by committee / referred to4)consultants - key players are likely to be tourism officers and town centre managers

Identify who will be the project champion - perhaps an elected member with commitment and5)influence

Checklist

Choose and empower your project champion√

Identify the local authority roles, and ensure that all relevant departments are involved√

Involve town centre managers and/or heritage site managers√

Engage with the prime land owners and developers√

Involve the transport operators√

Identify representative groups from the private sector, such as tourist associations√

Understand community wishes and their attitudes to visitors√

Define your spatial area√

Understand the strategic context - relevant existing policies and strategies e.g. economic,√regeneration & visitor economy vision and objectives, structure and local plans, the localtransport plan, national / regional visitor economy strategies and supplementary planningguidance

Consider the implications of the Legible London initiative www.legiblelondon.info√

Understand the Local Authorities’ adopted tourism signposting policy and the LDA “white on√brown” signposting guidance

Identify specific designations that apply in, are adjacent to, or nearby your plan area, e.g.√environmental and heritage conservation

Checklist: Objectives and Stakeholders




Starting with an auditBegin with a destination audit, which is then presented to the partners as aposition statement - either as a document or power-point presentation, to

make sure that there is a common understanding at the outset.

The checklist at the end of this section guides you through the audit. Insummary, it should cover:

major proposals which may have a bearing on visitor movements over the•

next few years - with an assessment of whether each is likely to go aheadand the timescale

the products - what are the attractors that draw people to your destination•

and who provides them

mapping of visitor movements, specifically:•

gateways (points of entry)–

honey-pots (what visitors primarily come to see)–

clusters (the key places where visitors congregate)–

nodes (places visitors go to or pass through)–

routes (where visitors are directed)–

desire lines (where visitors naturally tend to go)–

market segments: most destinations attract a wide range of v isitors and visitor •

management needs to apply across a range of market segments - yet it is stillimportant to identify the core segments that are most important to the visitor economy and/or can be most easily influenced. These are often first-timevisitors unfamiliar with their surroundings seeking guidance and reassurance.

visitor behaviour: “A Day in the Life of” exercise is a useful technique to•

understand more about your visitor behaviour. This is a role play exercise whereyou put yourselves in the shoes of different market segments and consider thewhole experience from their point of view - the maps they collect before leaving

home, the journey and signage, where they park, their first impressions, howthey move around and the routes they take, their worries and concerns, leavingthe destination, their memories and recollections (the best bits and the not sogood), etc. This can also be done through a “Myster y Shopper” who visits thedestination to independently assess these sorts of factors.

interpretation: existing provision of interpretive media including their •

locations and themes / story-lines.

Part 2

Where are you now?




Focusing on gatewaysThe concept of gateways is an important part of visitor management.Gateways are the key point of engagement with visitors as they set out toexplore the destination.

In spatial terms there are two types of gateway - centralised gateways (oftenonly one) at the heart or focal point of the destination and dispersed gateways(smaller ones) on the main routes into the area. Centralised gateways helpto attract visitors to a specific point (such as an information centre - like theBritain and London Visitor Centre - or heritage or interpretation centre) andthen disperse them to parts of the locality that have the capacity to takevisitors.

In their simplest form, “welcome to” boundary signs are gateways. So are railand coach stations, and car parks. But more sophisticated gateways providean opportunity for travellers to stop and be informed, advised and excitedabout their visit, create the first impression and provide the first welcome andintroduction, explain what there is to see and do, give directions, supply anintroduction to the local stories and offer clear mapping.

Some destinations have the visitor footfall and the right site or property in theright location to warrant a visitor and information centre - although there areusually high capital and revenue costs associated with this, and relatively lowincome-generation.

Visitor orientation and information is most effective where visitors congregate(and it reaches the most people). Viewpoints and attrac tions play animportant gateway role.

Some types of gateway have staff, and the visitor experience is as good(or otherwise) as the staff knowledge of their locality. V isitors will also asklocal people for directions and advice - so people who live and work in your destination are ambassadors for your area. Personal recommendation is themost powerful communication medium.

A gateway is also a leaving point - an opportunity to say “thank you for visiting,have a safe journey, tell your friends and come back again”.

Case study - ClustersCity Eastside has developed organically with a number of distinct and diverse visitor attractions such as the Tower of London, The Monument, Leadenhall Market, Spitalfields, StKatharine’s Dock, Brick Lane. City Eastside has been identified as an emerging destination

which has a cluster of unique smaller attractions, retail and hospitality products and visitor interest but where activity is still limited.

Primary destination cluster – The City1)

Secondary cluster – Spitalfields and Brick Lane2)

Secondary cluster – Tower of London and the Pool of London3)

Case study - GatewaysBoundless Parks is a pan-European project that includes gateway development. It hasthree partners / destinations.

Kempen en Maasland in Belgium is a recently designated national park developing one•

major new gateway and five secondary gateways around the edge of the park. They areattached to existing visitor facilities and each has a specific theme targeting a particular market.

Blaenavon World Heritage Site in South Wales has developed a pattern of dispersed•

gateways based on car parks, lay-bys and viewpoints, with a new TIC at the centre of thetown.

Veluwezoom is a national park in the heart of the Netherlands with significant visitor •

pressure. A new visitor centre has been developed to attract people away from the areasat risk to a locality which has capacity. The initial plans included park and ride servicesfrom the Centre further into the park.

Part 2 Where are you now?





Case study - MarketsCity Eastside current markets are City and City fringe workers, Local residents and Visitingfriends and relatives. Business tourists are time poor and are looking for local activities.East London has a 17% share of the London business tourism market compared to 68% for

Central London. Visit London research has shown corporate event organisers / planners hascontinued to grow and is less volatile that the USA and overseas markets.

City Eastside target markets are:

visitors to the traditional tourist attractions - the Tower of London is responsible for a•

large percentage of the market and the aim is to encourage those visitors to explorefurther

under 40 overseas market - looking for non-traditional, more quirky cutting edge•

experience

European markets - especially those coming into Stansted Airport, London City Airport•

and Eurostar - Spitalfields / Brick Lane is attracting increased press interest and travelfilm crews - promotion of the gems and independent retail offer can encourage repeatvisitors to London to return and experience East London for the first time - London CityAirport provides easy access from European cities

USA markets – press trips are being generated through the Jewish connections and•

journalists looking for areas that offer value for money

European Meetings, Incentive, Conference and Exhibition sector - Tower Hamlets has•

been working in partnership with Visit London, London City Airport and ExCel London -East London appeals to meeting and event organisers and the corporate sector that are

looking for something new

Key steps

Identify who comes and why - now and in the future1)

Assess your relevant major proposals and their implications2)

Define your clusters where visitors congregate, and map it out3)

Do an audit of your existing signage and street furniture4)

Identify your current destination gateways5)

Identify your key market segments and act out a day in their life as a visitor 6)

Prepare a SWOT analysis and position statement that focuses on these issues and helps to clarify7)your visitor management objectives

Checklist

How many visitors come and how much do they spend?√

Where do visitors go, what do they do, what are their motivations?√

What are the sites’ carrying capacities and which sites are close to, at, or beyond√their carrying capacity?

When are the peaks and troughs?√

Who manages the visitor sites and what are their objectives?√

Are there any visitor behaviour issues?√

What are the visitor characteristics in relation to: Seasonality; Languages; Where they stay;√Length of stay; How they travel; Travel cohort - groups; Age / Social class; Children’s age range;Mobility / disability; Influence of weather; Advance booking

Which segments plan, which are spontaneous, who are the explorers, who follow the crowd?√

Which segments are more easily influenced in terms of where to go, where to park etc?√

Where are the clusters: Tourist Information Centre (TIC) - Attractions - Beauty spots and View√points - Retail - Events - Restaurants - Accommodation - Public realm - Trails, designated routes -Street interpretation etc?

Where are the gateways in relation to: Road - car, coach, bus, cycle; Rail - station;√Foot - footpaths, bridleways; Boat - moorings, ferry terminal; Air - airport?

Checklist: Where are you now?





Are the car parks appropriate for visitors - in terms of location, length of stay, charging?√

Is there a park and ride, is it geared to visitors needs?√

Is there a TIC and what gateway role does it have?√

What are the safety and security issues?√

What quality is the signage and public realm?√

Is there a scheme for white on brown signs?√

Who is responsible for the signage and public realm?√

What new developments are in the pipeline - which have planning consent, which have funding?√

Could Section 106 agreements create funding for visitor management?√

What quality improvements are planned?√

What changes to the public realm are expected?√

Are there any major new transport and road schemes?√

Agreeing a Vision, Opportunities and IssuesA Visioning Workshop is a useful way to identify where you want to be andengage your stakeholders. It should set long-term objectives (say 10 years)and then identify the shorter term stepping stones to get there. These shorter term aspirations form the basis of your visitor management plan.

There are a number of techniques to do this - working in small buzz groups,individually and in a plenary format with presentations and whole groupdiscussions.

The core elements to visioning are:

some “blue sky” unrestrained thinking about where you want to be as a•

destination and what the visitor experience will be like

acknowledge the constraints (often the resources and complexities of land•

ownership and partnerships) to refine the vision to ensure it is realistic

identify the key challenges or obstacles to achieving it•

identify potential resource implications and sources of funding•

consider roles and responsibilities•

This process may result in new players joining the partnership - organisationsnot originally thought to be particularly relevant but, in fact, key to the longer term thinking.

Part 3

Where do you

want to be?




Case study - Destination visionWoolwich stakeholders came together to listen to the audit f indings, then todevelop a vision and priorities:

VISION / ASPIRATIONSStakeholders recognised that visitors and visitor spend will play an important role•

supporting Woolwich’s regeneration and future prosperity. Key aspirations are:

that there will be a dramatic increase in the numbers of visitors, attracted by•

improvements to the heritage and leisure/retail offer, including the evening economy

that visitors will spend more time and money in Woolwich in the future•

that the 2012 Olympic Games and Paralympic Games will prove a catalyst to boost visitor •

numbers and the quality of the visitor experience

that improvements to public transport links will continue, improving accessibility and•

sustainability

PRIORITIES

Workshop delegates imagined and described the visitor experience in 2010/11 and then usedthese scenarios to identify the following priorities for improvement.

Branding & marketing•

Information provision - pre-, during and post-visit•

Wayfinding / streetscape•

Safety, security and a warm welcome•

Facilities - toilets & parking•

Food & drink provision•

Partnership / interdependencies•

Case study - Gateway visionThis sets out the vision for a gateway. The components of the visitor gateway should reflectthe nature of both the site (and its environment) and the market. It will also be influenced byfinancial parameters, planning policies and highway issues. Gateways can be indoors (under

cover) and out-of-doors.

In each case they need to be managed, but not necessarily staffed.

There is likely to be a hierarchy of gateway provision. For instance, sites close to major trafficroutes could have a more extensive range of facilities and provide an overall introduction tothe locality. Other gateway sites might be much smaller and focused.

Here is a check list of the essential and desirable elements for both indoor and outdoor locations.

ESSENTIAL FACILITIES - INDOOR LOCATION

Entrance / advance signage•

Destination branding•

Car park / lay by•

Seating•

Area / local orientation maps•

Leaflets and dispenser •

Interpretive exhibition / leaflets•

ESSENTIAL FACILITIES - OUTDOOR LOCATION

Entrance / advance signage•

Destination branding•

Car park / lay by•

Seating and shelter / shade•

Area / local orientation maps•

Leaflets and dispenser •

Interpretive panels / leaflets•

Tourist information point•

Part 3 Where do you want to be?




Part 3 Where do you want to be?

OTHER FACILITIES - INDOOR LOCATION

Visitor centre•

Tourist information centre•

Wi-Fi facility•

Coach park•

Alternative onward transport•

Catering (vending or staffed)•

Relevant branded merchandise•

Interactive information consoles•

Participatory activities•

Education room•

OTHER FACILITES - OUTDOOR LOCATION

Landmark feature / sculpture•

Viewpoint•

Coach park•

Alternative onward transport•

Catering (mobile or permanent)•

Relevant branded merchandise•

Picnic tables•

Barbeques•

Litter bins•

Children’s play area•

Dog exercise area•

Events space•

Education room / space•

Rangers base•

Wi-Fi facility•

Interactive information kiosk•

Participatory activities•

Circular trails - walking, cycling, pony•

trekking

Guided walks•

Audio walking trails•

Listening posts•

Cycle hire•

Stabling•

Touring caravan overnight halt•

Moorings (other boat services)•

Key steps

Establish your 10+ year destination vision1)

Identify the visitor management ingredients2)

Set out your shorter term vision that forms a stepping stone3)

Identify the key challenges and obstacles4)

Adjust the partnership mix in the light of the outcomes5)

Checklist

Identify when and where your Workshop will be held√

Determine the format to ensure it is truly interactive and free thinking√

Consider who is best placed to chair and who should facilitate√

Ensure all of the comments - no matter how incidental - are captured and fed back√to the participants

Checklist: Where do you want to be?




Action planningYou can now start to write your visitor management plan.

Hold an Action Planning Workshop to cover this ground as quickly and ascomprehensively as possible. This should involve some of your stakeholders -especially those at the sharp end of delivery.

There are again a number of techniques to do this - working in small buzzgroups, individually and in a plenary format.

Your overall plan should be broken down into some bite-sized chunks. Subjec theadings are suggested below. The components will vary according to your local circumstances - some may not be relevant to you.

Gateways and Mapping

Designating gateways•

Gateway specification•

Desire lines and connectivity - gateways, honey-pots,•

other points

Way Finding

Approach routes to the destination•

White on brown Traffic signs•

“Welcome to” boundary signs•

Neighbourhood and street signs•

Orientation maps•

Pedestrian fingerposts•

Themed trails•

Leisure drives•

Alternative transport - park and ride, land trains,•

Departure signage and messages•

Information

Information online•

Information on street•

Walk-in information, staffed and unstaffed•

Information collection and databases•

Saleable print - OS maps, guide books, etc•

People and Welcome

Visitor Information•

Customer care•

Ambassadors - community and traders•

Information patrollers•

Guided tours and walks•

Street animation•

Anti social behaviour•

Concept Design

Destination brand and logo•

Concept design options•

Visualisation of street furniture components•

Public Realm

Car parking•

Coach parking and drop-off •

Viewpoints•

Building plaques•

Public toilets•

Street furniture•

Public art•

CCTV•

Business and neighbourhood watch•

Street cleaning•

Interpretation

Themes•

Locations•

Media•

Other Aspects

Events•

Ticketing•

Disabled and sensory needs•

Volunteer schemes•

Visitor payback schemes•

Part 4

How are you going to get there?




Part 4 How are you going to get there?

Case study - Project componentsTheWarwick Renaissance project aimed to improve the public realm in Warwick town centre for the benefit of the visitor economy. The project aimed to develop a new visitor economy infrastructurewhich is cutting edge in design and makes the most of new technology. There are six strands:

PRIMARY GATEWAYS - Developing a “Visitor Gateway” feature at specific sites -1)orientation map panels (one about Warwick and one about Shakespeare Country and theWest Midlands), modular interpretive panel on the story of Warwick, map dispenser

SECONDARY GATEWAYS - Orientation map panels with map dispensers and brochure2)display racks at a range of indoor locations - hotel lobbies, attractions, supermarkets,railway station, ticket offices, etc

HUB - Use Warwick TIC as the destination hub - based on a modular approach creating a totally3)flexible space in which to carry out interpretation, learning, rental, sales and information delivery

WI-FI WARWICK - A wi-fi network across the town centre incorporating hot spots and a supply4)of PDAs hired out to visitors from the TIC, attractions, accommodation and retail outlets,thereby creating learning opportunities through innovative interpretation of Warwick – past,present and future - linked to GPS mapping to provide an interactive map of Warwick

SPOKES - Update the pedestrian signage to reflect the new urban design standard5)created in the public realm and the re-alignment of visitor factors and visitor flows - plustemporary banners on lamp posts at strategic points on the approaches in and out of thetown to highlight forthcoming festivals and events

BRAND - Build the destination brand by establishing a consistent design style on the6)ground through the public realm and through marketing by South Warwickshire Tourism

and the Warwick Town Centre Partnership.

The Town Centre Management Group brings together all of the local partners to support thegrowth of the town and sees tourism as a key economic sector. The Group meets monthly tomake all key decisions relating to project direction and expenditure.

The District Council acts as banker and is responsible for drawing down external fundsand providing information on progress and outputs. South Warwickshire Tourism has avery successful track record in marketing and information services over the last 9 years.Warwickshire County Council is a major partner with responsibility within the public realmand a specific role within highways and transportation. The Market Hall is owned by theCounty Council and is the base for the County Museum Service.

Key steps

Identify your headings from the list on page 27 (eg Wayfinding, Public Realm, Interpretation, etc)1)

Under each heading, (eg ‘Wayfinding’) work through the solutions to each of these points:2)

Where we are now•

Firm plans in place and dates confirmed•

Where we want to be by ( year to be agreed)•

Our next steps•

Who will lead, who will do the work, who is the champion•

Resources and timing requirements•

Overall priority (high / medium / low)•

Other comments and information•

Checklist

Identify when and where the Action Planning Workshop will be held√

Determine the format to ensure it engages with all participants√

Consider who is best placed to chair and who should facilitate√

Ensure all of the comments - no matter how incidental - are captured√

Ensure the long list of components are considered under each heading√

The relevant components to your destination should feature in your list of actions√

Identify specialist skills that need to be brought in as you move ahead - design, mapping,√interpretive specialists etc

Checklist: How are you going to get there?




ublic-funded tourism support f or London: who’s who

he London Development Agency has devolved responsibility from theMayor for tourism in London. This includes a remit to spread the benefits of

sitor spend beyond the central London honeypots, through its Sub-Regionalourism Development Programme. For more information see

www.lda.gov.uk or contact Niall Brolly, the LDA’s Tourism Development

Manager for East London [email protected] London is the official visitor organisation for the capital, core funded by

he London Development Agency. Its aim is to promote London as the world’smost exciting city by marketing to domestic and overseas leisure and business

sitors, as well as to Londoners themselves. Visit London is a partnershiprganisation which also acts as a voice for London’s tourism industry. It was

ormerly known as the London Tourist Board. For more information seettp://www.corporate.visitlondon.com.

he London Boroughs vary in their support for the visitor economy: someave designated tourism teams, while others support tourism through their conomic development and place making agendas, including town centre

management initiatives. For more details, contact Niall Brollyt the LDA - see above.

Gujarati

Greek

Punjabi

Vietnamese

Turkish

Hindi

Bengali

Chinese

Arabic

Urdu

Other languages and formats: a summarised version of this documentis also available in large print, braille, audio casette and in thelanguages listed below.For a copy, please email: [email protected], telephone: 020 7953 8000, or

write to London Development Agency, Palestra, 197 Blackfriars Road,London SE1A 8AA



London Development AgencyPalestra

197 Blackfriars RoadLondonSE1 8AA

Telephone: 020 7593 8000Fax: 020 7593 8002

www.lda.gov.uk

Textphone: 020 7593 8001

LDA VisitorManagementPlanningToolkit

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Transcript of LDA VisitorManagementPlanningToolkit