2011

A Five Year Tourism Development Plan

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Page 2 of 21 2 2011: A Five Year Tourism Development Plan

Table of contents

Page

The Strategic Context 4

Our Vision – Tourism in Bolton 2011 7

Strategic Aims 7

Targets 8

Tourism in Greater 8

Tourism in the Northwest of 9

Tourism in the UK 10

Strategic Aims:

Strengthening Bolton’s Tourism Product 11 Promoting and Positioning the Bolton Brand and Targeting Key Markets 14

Making it Easy – Accessing Bolton 16 Providing a Quality Experience 17 Ensuring Effective Partnerships and Communication 19

Appendix 1 - List of Consultees 21

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1.0 The Strategic Context

1.1 Bolton is one of the largest towns in England and is an integral part of the Manchester City-Region, which is the largest and fastest growing economic centre outside London. Bolton’s tourism and cultural assets are all easily accessible, due to its location adjacent to the M6/60/61/62 networks, whilst rapid access to , which is the global gateway of the North of England, provides the opportunity to realise the area’s potential as an international visitor destination, as part of the wider Manchester and Northwest offer.

1.2 Bolton has a varied tourism offer, created by its rich heritage, proximity to countryside and good communication links. It is particularly well suited for meetings, incentives, events and conferences (MICE) and group visits, but also has a rural product that lends itself to the short break market. Bolton’s proximity to the international brand of Manchester is a positive asset as is its current sporting and celebrity profile. Significant potential exists to further raise the profile of Bolton as a visitor destination, particularly amongst business and conference visitors.

1.3 A strong partnership has been formed between conference venues along the M61 corridor. The M61 Meetings Group comprises a number of high quality and specialist conference venues all within a 30-minute drive of Manchester. In total the group offers over 1,000 bedrooms to three and four star standard and a choice of meeting suites, which together can cater for up to 6,000 people.

1.4 Bolton’s heritage as an important textile town is reflected in its attractions and architecture, with 600 individual buildings listed as being of Special Architectural or Historic interest. Smithills Hall is an important example of a manor house with the earliest parts dating from the 14th Century. Hall i’th’ Wood is a late medieval merchant’s house dating back to the 15th Century. Bolton is most famous as the home of Samuel Crompton, the inventor of the Spinning Mule, a technological innovation that revolutionised the global cotton industry. Bolton Museum, Art Gallery and Aquarium is a treasure trove reflecting Bolton’s past and was ranked the seventh most visited attraction in in 2004, with 230,000 visitors.

1.5 Set on the edge of the West Pennine Moors, Bolton covers 54 square miles (140 square kilometres) and has a population of 265,000. Over 50% of the area is countryside with a variety of landscapes including mosslands, moorland, ancient woodlands, open water, grasslands and parkland. There are also nearly 200 miles of public footpaths and cycle ways across Bolton.

1.6 To the west of Bolton, the Middlebrook development boasts the Reebok Stadium (home of Bolton Wanderers Football Club) and Bolton Arena, a nationally significant sports and conference facility. The ‘Spirit of Sport’ sculpture represents what sport means to the people of Bolton. This 30m high iconic structure, with ‘sportraits’ that celebrate sporting heroes voted for by members of the community, is seen by millions of people each year and is higher than the Angel of the North. It will also help to raise the national and

Page 4 of 21 4 international profile of Middlebrook – a strategic investor destination of regional significance.

1.7 Bolton also played an essential role in hosting the biggest and most successful multi-sport event ever to take place in the UK – the 2002 Commonwealth Games. The Games have been critical in re-positioning Bolton, and the wider Manchester offer, in the international market place. There is also amazing diversity in Bolton, and the many multi-cultural festivals provide further opportunities to celebrate the richness and cosmopolitan nature of local culture.

1.8 Bolton town centre contains a diverse and continually improving shopping product, and an increasing range of pubs, cafes and restaurants. is an attractive town, offering a good choice of places to eat and proximity to the West Pennine Moors. Bolton also has five markets, including the traditional Bolton Market, with its renowned Fish Market, and the Market Hall, which is located within a cast iron, glass-roofed, Grade 2 listed Victorian building. Bolton also has a range of factory and mill outlets selling everything from aquaria to saris. Bolton’s shopping centres and retail parks are home to many big name brands, and together with the town’s distinctiveness and strong sense of place, this helps to ensure that Bolton functions and operates as one of the region’s most popular and important retail and visitor destinations.

1.9 The Bolton Community Strategy 2003 – 2012 outlines the strategic priorities that will drive Bolton forward and make it a ‘great place to grow up, live, learn, work, do business and visit’. The community strategy recognises the contribution that tourism makes to achieve this.

1.10 Significant work has also been undertaken to better understand the value and perceptions of Bolton as a place to live, work, visit and invest in. It is therefore intended that this Tourism Development Plan will be guided by the new brand strategy for Bolton, which has defined Bolton’s brand essence as Family, and its brand values as:

* Open – friendly, welcoming and inclusive * Colourful – characterful and interesting * Sound – decent, reliable and trustworthy

1.11 Bolton is also entering an unprecedented period of economic change, with new strategic developments that will help to transform the economic prospects and profile of the area over the coming years. These include a £500M town centre investment programme, which includes Central Street and Market Hall retail developments, Cultural Quarter and Transport Interchange proposals, and the continued development of Bolton University, as a centre of learning excellence, and as a key player within the Manchester: Knowledge Capital Initiative.

1.12 A further improved tourism and cultural offer will also help to realise our full growth potential, as visitors and investors are becoming ever more demanding and sophisticated. Bolton must therefore continue to raise its performance levels, if it is to successfully compete in the international market place for visitors, jobs and investment.

Page 5 of 21 5 1.13 Bolton’s critical mass of heritage and contemporary visitor assets clearly enables the tourism sector to make a major contribution to current and future economic success of Bolton – as a powerful generator of new employment and business opportunities, and by further raising the regional, national and international profile of Bolton as a great place live, work, invest and visit.

1.14 The potential for Bolton to develop its heritage related visitor offer was identified in a recently published study, commissioned by the Northwest Regional Development Agency (NWDA) and English Heritage. The Historic Towns and Cities in England’s Northwest Study (EDAW and Locum Consulting, October 2005), identified Bolton as one of five towns and cities across the region with significant potential to more fully realise its heritage assets in order to bring economic benefit and regeneration benefits. The study identified the opportunity for Bolton to use its industrial heritage as the focus for positioning itself as ‘The National Capital of Powerhouse’.

1.15 The Tourism and Visitor Economy Policy within the Draft Regional Spatial Strategy for the Northwest also recognises that tourism development will be focused in a number of key areas, including Bolton, where tourism supports its status as a historic town.

1.16 Bolton is increasingly well known within the UK and overseas as a hot- bed for comedy, sporting and entertainment talent, with key figures – including the undoubted talents of Peter Kay and Amir Khan - continuing to play an active role in the development of Bolton, and the region as a whole. Bolton must continue to nurture and encourage the talent of the future.

1.17 Bolton also has a highly diverse and cosmopolitan resident-base, and the strong kinship and economic relationships of our communities are enabling Bolton, and the wider region, to develop and strengthen its cultural and tourism linkages with rapidly growing markets in India, Pakistan and China, amongst others.

1.18 The central economic importance of the tourism sector to Bolton is clear. The latest evidence estimates that over 9 million visitors came to Bolton during 2004, spending nearly £200M, whilst the tourism sector supports nearly 3,500 full-time job equivalents in the .

1.19 The future growth prospects for the sector are also strong with the draft Greater Manchester Sub-Regional Action Plan, and Manchester City-Region Development Programme, estimating that the tourism and hospitality sector will generate nearly 14,000 new jobs and an additional £275M in Gross Value Added by 2015. Bolton must plan to ensure that its residents, businesses and tourism assets are all able to contribute to the delivery of sub-regional and regional frameworks and benefit from the market opportunities that will be generated.

1.20 By further improving the strategic focus of tourism partners in Bolton, and the quality and range of the tourism product and experience, through the new Tourism Development Plan and by working with key partners - including Marketing Manchester, Manchester Enterprises, Northwest Regional Development Agency and English Heritage - it is clear Bolton can help to

Page 6 of 21 6 deliver tourism and wider economic priorities of not only local importance, but also sub-regional and regional significance, including the delivery of key priorities within the new Regional Economic Strategy and emerging Greater Manchester Sub-Regional Action Plan and Destination Manchester – A Five Year Tourism Strategy 2003 - 08.

1.22 The Tourism Development Plan for Bolton seeks to identify the key challenges, opportunities and priorities for action that local, sub-regional and regional partners must address if Bolton is to fully translate its tourism potential into future economic success.

2.0 The Vision - Tourism in Bolton in 2011

2.1 Our vision for 2011 is that Bolton will be recognised as one of the key tourism destinations in the North West of England. Through carefully cultivated partnerships, building on our strengths, whilst embracing new opportunities, Bolton will be a vibrant, exciting and cultural location for leisure and business tourism. As our visitor experience continues to improve, people will keep coming back to Bolton.

2.2 This Vision cannot be delivered by Bolton Council alone. It can only be achieved through effective partnerships in which every partner, both public and private, recognises the tourism potential in Bolton and the wider region and is committed to making a difference.

2.3 Strong partnerships such as the M61 Meetings Group already exist, but from this Tourism Development Plan, a robust Tourism Forum of key partners will be created in order to implement and monitor its success.

3.0 Strategic Aims 3.1 In order to meet our vision, improve the visitor experience and generate new and repeat visitors, the Tourism Development Plan will focus on the following Strategic Aims:

1. Strengthening Bolton’s Tourism Product

2. Promoting and Positioning the Bolton Brand and Targeting Key Markets

3. Making it Easy - Accessing Bolton

4. Providing a Quality Experience and Excellence in Tourism

5. Ensuring Effective Partnerships and Communication

3.2 The detail contained within these Strategic Aims will focus future activity, helping all partners to contribute towards achieving The Vision for Tourism In Bolton.

3.3 In addition Implementation Plans will also be created for each financial year up to April 2012. These plans will outline key projects and tasks, timescales and lead partners. Where appropriate, projects and tasks will also link into the work plans of other organisations and groups.

Page 7 of 21 7 4.0 Targets

4.1 The success of this Five Year Tourism Development Plan will ultimately be judged against the following outcomes and targets:

Increase visitor expenditure to £194m by 2011, an increase of 10% on the 2004 figures.*

Support 3,700 full time tourism job equivalents by 2011, an increase of over 10% against 2004.*

Ensure that all visitor attractions within Bolton have a nationally recognised quality grading by 2008.

Attract twelve new conferences/meeting events to venues within Bolton and along the M61 Corridor.

Establish and sustain an effective, business-led, Tourism Forum for Bolton which has clear objectives and robust outcomes in line with the Development Plan.

* Source: STEAM

5.0 Tourism in Greater Manchester

5.1 Marketing Manchester is the Tourist Board for Greater Manchester, an area made up of ten local authority districts, including Bolton.

5.2 In 2004:  91 million visitors came to Greater Manchester  They spent around £2.4 billion in the local economy  Tourism supports 39,000 full time equivalent jobs in the area

5.3 The strategic context for Marketing Manchester is provided by Destination Manchester – A Five Year Tourism Strategy 2003 – 2008. This strategy has five main strands:  Image  Events  International Destination  Business City  Infrastructure

5.4 Marketing Manchester also publish an annual Destination Management Plan which is produced in order to meet the aims and objectives outlined within the ‘Destination Manchester’ strategy. This document identifies the key areas of activity for the year ahead.

5.5 The Bolton Tourism Unit has a close working relationship with Marketing Manchester. The two organisations work together on partnership projects

Page 8 of 21 8 that help the development and promotion of tourism in Bolton and Greater Manchester.

5.6 Research indicates that both Bolton’s proximity to Manchester and Manchester’s growing international reputation are major strengths for Bolton and it is essential that these opportunities are capitalised upon.

5.7 Bolton is an active member of the AGMA Tourism Forum. This group comprises the Officers responsible for tourism within each Local Authority of the ten districts of Great Manchester and Marketing Manchester.

6.0 Tourism in the Northwest of England

6.1 Since production of the previous Bolton Tourism Strategy in 2002, the way tourism is organised in the Northwest of England has changed dramatically.

6.2 Since April 2003, the strategic responsibility for tourism regionally rests with the Northwest Development Agency (NWDA). It recognises that tourism is one of the region’s priority clusters in the new Regional Economic Strategy, and as such has the NWDA has taken the lead role in developing a sustainable and prosperous tourism industry within the North West.

6.3 The NWDA launched the Strategy for Tourism in England’s Northwest in 2003. This five-year strategy for growing the regional tourism product, aims to create a tourism industry in the North West, which is second to none.

6.4 There are now five Tourist Boards in the North West and each has the remit of delivering this regional vision at a sub-regional level. Marketing Manchester is the tourist board for Greater Manchester.

6.5 This five year strategy focuses on the following nine strategic programmes:  Focus on Star Brands  Winning Themes  Make it Easy  Celebrating and Growing Excellence  A Region for Business  Excellent Events  Regional Gems  Intelligence Led  Signature Projects

6.6 Liverpool’s status as European Capital of Culture in 2008 will also help to position the North West as a leading UK tourism destination.

6.7 The Regional Tourism Strategy recognises Manchester as one of five “Attack Brands” i.e. those destinations that are most heavily promoted outside of the region. Other tourism destinations, such as Bolton, and products or themes, such as countryside, food and drink, heritage, have an opportunity to work in Manchester’s “slipstream” for certain markets.

6.8 The regional emphasis is on quality and excellence in tourism, improving and promoting those areas of the tourism offer that can make a difference to the customer, raising the standard and the reputation of tourism in the North Page 9 of 21 9 West. This has been the approach adopted by Bolton for many years and will continue to be a focus in the future.

6.9 Bolton will also take into consideration the principles outlined in ‘Great Destinations, a Partnership Approach to Tourism in the Northwest’ (September 2004). This document sets out the thinking of the NWDA on how local authorities and Tourist Boards can work together to take forward the ambitions outlined in the Regional Tourism Strategy.

7.0 Tourism in the UK

7.1 Visit Britain is the national tourism agency whose role is to market Britain to the rest of the world and market England as a holiday destination to the British population.

7.2 Tourism remains one of the largest industries in the UK and in 2003 was worth approximately £74 billion which accounted for 3.5% of the national GDP.

7.3 There are 1.4 million full time or part time jobs in the UK tourism industry, some 5% of the total employed. Nationally, there are more jobs in tourism than in construction or transport.

7.4 With London hosting the 2012 Olympic Games, areas such as the North West could benefit from the economic and promotional opportunities this will present.

7.5 Tourism growth is expected to come from all world regions over the next five years, whilst particular growth will come from Asia and emerging markets such as Eastern Europe.

7.6 Business tourism continues to contribute significantly to the British economy, accounting for 27% of all inbound visits to the UK and 28% of all expenditure (International Passenger Survey 2004 figures).

Page 10 of 21 10 STRATEGIC AIMS

8.0 Strengthening Bolton’s Tourism Product

If Bolton is to continue to improve as a tourism destination, opportunities need to be taken to enhance and strengthen the range and quality of services available to all visitors. In light of strong competition for both visitors and resources, Bolton needs to focus on the key areas that hold both the greatest opportunities for change and the most potential benefits.

In order to focus activity around ‘Strengthening Bolton’s Tourism Product’ the following actions have been identified. Separate Implementation Plans will also be created for each financial year up to April 2012, outlining key projects, timescales and lead partners.

8.1 Attractions

 To support the development of water based tourism in Bolton particularly in relation to the plans by British Waterways to restore part of the Bolton, Bury and Manchester canal network and the proposal by Manchester City Council to seek World Heritage Site status for the and maximising the opportunities this may present for Bolton.  Investigate the potential for a family attraction or additional facilities, which offer an enhanced ‘family friendly’ experience.  Optimise the potential of Smithills Hall Estate, as an attraction of regional significance, through joint working with key partners and stakeholders.  Build on the standing of Bolton Art Gallery and Museum as the seventh most visited attraction in Greater Manchester (2004) and the significance of its Egyptology collection.  Aligned to the Bolton Cultural Quarter development, investigate the potential for developing an attraction of national significance.  Investigate the conversion of disused mill buildings into a textile or fashion related attraction, in the context of the Bolton Mills Strategy.  Maximise the promotional opportunities around Samuel Crompton and the sites associated with his life, including Hall i’th’ Wood, Bolton Museum and Firwood Fold.  Maximise the opportunities around the possible designation of the Croal – Irwell Valley as a Regional .

8.2 Accommodation / Conference Facilities  Promote tourism priorities within the Council’s planning and licensing frameworks.  Support National Accommodation Inspection Schemes and operate a ‘quality only’ policy within Bolton promotions.  Develop a strategy to respond to the decline in the number of bed and breakfasts, guesthouses and small independent hotels.  Improve the provision of hotel accommodation within the town centre.  Improve the quality and range of conference and meeting facilities within the area. Page 11 of 21 11  Encourage participation in environmental schemes such as the Green Globe Awards.  Investigate the potential and sustainability of temporary or permanent camping and caravan sites to accommodate increasing visitor demand, in accordance with planning requirements.  Fully investigate the advantages and disadvantages of establishing a conference ‘subvention’ policy in order to attract more national and regional conferences to Bolton.

8.3 Bolton Town Centre

 Develop the tourism offer within the town centre in line with the Town Centre Action Framework, taking advantage of the key development opportunities that will arise. This will include providing intelligence on tourism trends and demand and influencing and shaping the development of the cultural quarter, supporting the aspiration that this becomes a destination of regional and national significance.  Take advantage of retail developments such as Central Street, the refurbishment of the market hall and other development opportunities to promote Bolton’s retail offering as part of the overall tourism product.  Support the day visitor market arriving by coach including the provision of suitable coach parking arrangements.  Capitalise on the existing facilities within the Cultural Quarter, including the Albert Halls, Octagon Theatre and the award winning Bolton Museum, Art Gallery and Aquarium.  Support joint promotions and other links between Bolton Town Centre and the facilities based at Middlebrook.  Support the development of the unique attributes of the various aspects of Bolton Town Centre, promoting these in a way that appeals to appropriate market segments.  Develop tourism services, facilities and events to further improve the quality and range of daytime and evening activities, encouraging a wider choice of eating establishments, and, in turn, more day and evening visits.

8.4 Sport and Recreation  Attract high profile boxing matches to the area, creating a reputation for Bolton as a national boxing venue.  Realise the potential of Bolton as an Olympic Park venue, which is capable of hosting Olympic Team Training Camps for the 2012 Olympic Games, whilst generating a lasting regeneration legacy.  Create packages to maximise the benefits of high profile domestic and international matches at Bolton Wanderers Football Club  Investigate the potential for a national or regional Outdoor Pursuits Centre.  Ensure better understanding and promotion of the existing network of cycle routes, bridleways and pathways within Bolton.

Page 12 of 21 12 8.5 Events  Attract new national events to Bolton, making more of the strengths and experience in this field.  Ensure that Bolton receives maximum benefit by complementing high profile events of regional and national significance, including the Manchester International Festival  Utilise Victoria Square, Queens Park, Leverhulme Park and other locations as an arena for outdoor events, ensuring that they are ‘fit for purpose’ in the long term.  Support and encourage regular specialist markets, including farmers’ markets.

8.6 Tourist Trails  Investigate the feasibility of creating new trails, including a Bolton ‘Celebrity Trail’ or ‘Public Art Trail  Maintain and promote high quality existing trails.

8.7 Historic Towns and Cities Initiative  Capitalise on Bolton’s heritage assets as a driver for visitor-related economic development and wider regeneration activity, informed by findings of the Historic Towns and Cities in England’s Northwest Study.

8.8 Film and TV Tourism  Proactively promote Bolton as a potential film and TV location, establishing close working links with both the BBC offices in Manchester and North West Vision.

8.9 Cultural Diversity  Maximise the tourism opportunities around Bolton’s cultural diversity, by promoting key sites of interest such as places of worship which offer tours and the House of Raja’s Asian Superstore.  Assist with the development and promotion of events that celebrate Bolton’s diversity.  Work with Business Bolton to assist tourism businesses within these communities.

Page 13 of 21 13 STRATEGIC AIMS

9.0 Promoting and Positioning the Bolton brand and Targeting Key Markets

In order for future marketing activity to be as effective as possible Bolton needs to ‘position’ itself carefully in the market place, targeting those customers for which its product is most suited. Dependent upon the type of visitor, it may be more effective to work in partnership with other destinations or groups of businesses. Targeted marketing activity will be more successful, meaning that additional visitors are attracted to the area.

In order to focus activity around ‘Promoting and Positioning Bolton and Targeting Key Markets’ the following actions have been identified. Separate Implementation Plans will also be created for each financial year up to April 2012, outlining key projects, timescales and lead partners.

9.1 Market Research  Ensure adequate data is collected/available to make informed decisions on the way forward.

9.2 Key tourism markets for Bolton  Groups: - encourage group visits within a two hour drive from Bolton, targeting social groups, coach operators, educational parties etc.  Meetings, Incentives, Conferences and Events (MICE):– position and promote the ‘M61 Meetings Group’, a group of unusual and high quality meetings venues along the M61 corridor.  Short breaks: - target promotions at niche short break takers including those interested in walking and countryside, history and heritage, food and drink.  Holiday stop-overs: - encourage two night or full day stop-overs, as part of a longer trip.  Staying Friends and Relatives (SFR) – promote the area’s tourism product to local people so that they will encourage friends and relatives to visit, stay and explore what Bolton has to offer.  Day Visitors:- attract additional independent day visitors, either from their home or whilst they are on holiday elsewhere.

9.3 Secondary Markets  Overseas markets:- promote Bolton as part of Marketing Manchester’s overseas campaigns, where it benefits Bolton to do so.  Families: - promote ‘family related products’ and the ‘Family Friendly’ brand.  Twinning/Friendly Arrangements: - take advantage of tactical opportunities with Bolton’s twin towns of Le Mans (France) and Paderborn (Germany) and its ‘Sister City Agreement’ with Zhaoqing, China

9.4 Image and Perception  Embrace the findings from the Bolton Brand Strategy, communicating the positive perceptions of Bolton and its ‘brand values’.  Try to change the perception of Bolton as an unattractive northern town, using opportunities such as the West Pennine Moors Tourism Group and the Manchester’s Countryside campaign. Page 14 of 21 14  Continue to communicate positive images of Bolton’s industrial past, through campaigns such as ‘Industrial Powerhouse’.  Reinforce positive images of Bolton through local celebrities and household names such as Bolton Wanderers Football Club and Warburton’s Bakery.  Maximise press and public relations opportunities around unique developments such as ‘Spirit of Sport’.  Regularly commission new photography and other media.

9.5 Creating effective packages / joint promotions  Develop and influence, joint Greater Manchester wide campaigns such as ‘Industrial Powerhouse’ and ‘Manchester’s Countryside’  Develop packages, share information and establish long term partnerships which attract more visitors to Bolton.  Support and develop the M61 Meetings Group as a ‘Business Cluster’, seeking new sources of funding where appropriate and attracting new members.  Promote sustainable activities such as public transport, walking and cycling.  Improve links with Reebok Plc, including accessing their ongoing marketing activities.  Effectively promote the network of events taking place in Bolton, locally, regionally and nationally.

9.6 Promotional tools  Use the most suitable and cost effective promotional tools, including printed brochures, Internet, direct mail, email, press and public relations, familiarisation visits, newsletters, exhibitions and targeted advertising campaigns.  Where possible, adhere to environmental guidelines such as the use of recycled paper.

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10.0 Making It Easy – Accessing Bolton

Different types of visitors expect and need different types of information in order to get the most out of their visit. Information needs to be up-to-date, easily understood, reliable and on time. In order to meet the demands of all types of visitors and those people who are still making their destination choice, it is vital that a wide variety of information provision is built into future action plans.

In order to focus activity around ‘Making it Easy – Accessing Bolton’ the following actions have been identified. Separate Implementation Plans will also be created for each financial year up to April 2012, outlining key projects, timescales and lead partners.

10.1 Tourist Information Provision  Provide tourist information in Bolton to a high standard, meeting national service criteria.  Prepare and implement a detailed annual tourist information business plan, taking into account changing customer needs and expectations.  Investigate new locations in town centre and at other locations around Bolton for information provision.  Conduct primary research into visitor information needs before, during and after visit, adapting information provision accordingly.  In line with Marketing Manchester’s new media development, investigate the feasibility of providing up-to-date information through various media such as static kiosks, SMS (text) messaging, satellite navigation technology, wireless technology and large screens at key locations.  Provide information outside of ‘normal working hours’ in the most effective ways possible.  Review existing information distribution networks, locally, regionally and nationally.  Where necessary produce visitor information in alternative formats such as Braille, large text and audio.  Review the findings of the Northwest Development Agency Visitor Information Strategy, implementing suggestions where they relate to Bolton.

10.2 Points of Entry / Access Points  Ensure that there is adequate and clear entry and exit signing to car parks and major places of interest.  Ensure that motorist, tourist and pedestrian visitor signage is adequate, consistent and well maintained.

10.3 Public Transport  Advice and influence regional and local transport partnerships and strategies to ensure that the needs of visitors are considered.  Improve tourist information provision at key public transport points of entry, for example Bolton Interchange and Horwich Parkway.

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11.0 Providing a Quality Experience

The UK tourism industry operates within an extremely competitive global marketplace, whilst customers are increasingly discerning and expect high quality as standard. Future tourism development in Bolton must therefore focus on quality if it is to be successful in the long term.

In order to focus activity around Providing a Quality Experience’ the following actions have been identified. Separate Implementation Plans will also be created for each financial year up to April 2012, outlining key projects, timescales and lead partners.

11.1 Accommodation  Operate a ‘quality assured only policy’ within all Bolton’s tourism promotions.  Assist new accommodation providers in gaining a nationally recognised quality marque.

11.2 Attractions  Actively encourage attractions to participate, and remain, in a nationally recognised Visitor Attractions Quality Scheme.  Operate an ‘quality assured policy’ for tourist attractions within Bolton’s tourism promotions from 2008.

11.3 Food and Drink  Support schemes, which promote quality in the food and drink sector and encourage take up from local organisations.  Encourage establishments to offer a good range of local produce on their menus, including Fair Trade options.  Identify those establishments which do not meet basic Health and Safety Regulations.  Use the Manchester Food and Drink Festival to highlight the quality and diversity of local produce and businesses.

11.4 Visitors with Disabilities  Assist tourism businesses so that they can provide an excellent service for all visitors.  Promote examples of ‘good practice’ amongst other businesses and other partners.

11.5 Employment, Skills and Enterprise  Work with sub-regional and regional partners to deliver the priorities for action within the Greater Manchester Destination Management Plan, as part of the wider Greater Manchester Regional Economic Strategy Implementation Plan.  Improve the skills-base of the local workforce to help lift the value-added and productivity of the tourism and hospitality sector.  Ensure that residents in the greatest economic need have the skills required to access the employment and wealth creation opportunities generated by the tourism sector.  Work to ensure that tourism graduates from Bolton University are retained within the local and sub-regional tourism sector. Page 17 of 21 17  Ensure that Business Bolton and other business support services remain responsive to the changing demands of new and established tourist-related businesses.  Support and encourage initiatives that promote sustainable tourism to visitors and local residents.

Page 18 of 21 18 STRATEGIC AIMS

12.0 Ensuring Effective Partnerships and Communication

The vision for tourism in Bolton as set out above cannot be delivered by Bolton Council alone. It can only be achieved through effective partnerships in which every partner recognises the tourism potential in Bolton and is committed to making a difference.

In order to focus activity around ‘Ensuring Effective Partnerships and Communication’ the following actions have been identified. Separate Implementation Plans will also be created for each financial year up to April 2012, outlining key projects, timescales and lead partners.

12.1 Consolidate and further develop partnerships with Marketing Manchester – the Tourist Board for Greater Manchester  Improve links between Marketing Manchester and Tourism businesses/organisations in Bolton.  Take an active role in advising on Marketing Manchester’s activity, inputting into their annual Destination Management Plan and other planning documents.  Keep abreast of Northwest Regional Development Agency initiatives and projects.

12.2 Bolton Tourism Forum  Create a representative Tourism Forum for Bolton, reflecting the cross section of local businesses and stakeholders.  Ensure that the Forum is focussed, meets regularly and has clear objectives.  Monitor the performance and outcomes from the Tourism Forum, adapting where necessary.

12.3 Private sector tourism businesses  Develop and support networks between tourism businesses, including the retail and food and drink sector.  Encourage exchange of information between all groups and types of tourism businesses within Bolton, including attractions, bed and breakfasts and food and drink establishments.  Maintain levels of product knowledge at Bolton Tourist Information Centre, implementing local familiarisation trips for staff.

12.4 Partnerships with other neighbouring local authorities  Support targeted partner projects with the AGMA Tourism Forum (partnership of all local authorities in Greater Manchester).  Support new partnerships and initiatives where tourism in Bolton benefits as a result.

Page 19 of 21 19 12.5 University of Bolton  Work closely with and support the Tourism and Hospitality Section at The University of Bolton.  Discuss joint marketing to encourage students to visit attractions out and about in their local area, such as the ‘Tourism Through Learning’ campaign.  Establish links between The University of Bolton and the M61 Meetings Group in order to attract more business.  Explore the opportunities around niche events such as poetry festivals and creative writing events.

12.6 Communication  Maintain and improve communication between all key partners involved in tourism in Bolton  Ensure effective communication of progress of the Five Year Development Plan and Action Plans.

Page 20 of 21 20 APPENDIX 1

A Draft Tourism Strategy for Bolton - List of Consultees

March 2006

Association of Greater Manchester Authorities (AGMA) Tourism Forum Bolton College Bolton Council Bolton Fair Trade Steering Group Places of Worship Bolton Lads and Girls Club Bolton Sport and Physical Activity Alliance Bolton Strategic Cultural Partnership Bolton Strategic Economic Partnership Bolton Town Centre Management Bolton Twinning Association Bolton Vision Steering Group Bolton Wanderers Football Club ChamberLink, Bolton Chorley District Council Bolton and District Civic Trust Creative Industries Development Service English Heritage Friends of Firwood Fold Greater Manchester Passenger Transport Authority / Executive Greater Manchester Learning and Skills Council Job Centre Plus Lancashire County Council Manchester Enterprises Marketing Manchester Members of the M61 Meetings Group Mere Hall Training Centre MIDAS – Manchester’s Investment Agency Network Rail Northwest Regional Development Agency Octagon Theatre Reebok PLC Schools in Bolton Tourism businesses in Bolton University of Bolton Visitors to Bolton

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