Approval of Lanarkshire Tourism Action Plan From: DIRECTOR of PLANNING and ENVIRONMENT

U. M , cfd NO. ..5,2% NORTH LANARKSHIRE COUNCIL

REPORT

~~~~~~~~ ~~ ECONOMIC REGENERATION COMMITTEE Subject:Approval of Lanarkshire Tourism Action Plan From: DIRECTOR OF PLANNING AND ENVIRONMENT

Date: 31 August 2004 Ref: Rep 996

I. Purpose of Report

1.1 The purpose of this report is to seek approval of a Lanarkshire Tourism Action Plan. The document has been presented in draft to committee in May 2004, and circulated to Council Services and partners for comment. A final copy of the document is attached for approval.

2. Background

2.1 The Lanarkshire Economic Forum’s Economic Strategy for Lanarkshire - Changing Gear towards 2010 identified one of its key aims is the need to provide ‘an attractive place to live and work’. A specific action identified in Changing Gear is reviewing the scope to further promote Lanarkshire’s potential as a visitor destination. A sub-group of the forum has been established to take these actions forward. This group is called the Lanarkshire Tourism Action Plan Group. This group has been working on the development of a Lanarkshire Tourism Action Plan over the last six months.

2.2 The Lanarkshire Tourism Action Plan group comprises representatives from - North Lanarkshire Council, South Lanarkshire Council, Business Gateway, Greater Glasgow and Clyde Valley Tourist Board.

2.3 Within North Lanarkshire Council Officers from the Policy and Economic Development Service and the Community Services Department have been involved in the development of the plan.

3. Overview of the Lanarkshire Tourism Action Plan

3.1 The detail of the plan was presented at the May Economic Regeneration and Community Services Committees and so only key points are summarised in this report.

3.2 The overall aims of the tourism action plan are:

0 To maximise the contribution that the tourism sector makes to the local economy of Lanarkshire, through positioning Lanarkshire as a competitive and appealing destination in the UK and Scottish tourism market.

e To increase the volume and value of tourism to Lanarkshire

To develop a genuine partnership between the public and private sector and the community in promoting the area to visitors and residents alike.

3.3 The Lanarkshire Tourism Action Plan Group will be responsible for implementing the plan and they will regularly feed back progress through the Local Economic Forum.

3.4 The Action Plan will also assist in directing and supporting the work of the newly reconvened Officer Member Tourism Working Group, which is to hold its first meeting on the 31 August 2004. 3.5 The principle of the Action Plan is to build on existing levels of tourism and infrastructure through improved marketing, communication and information systems investment.

4. Funding

4.1 The Tourism Action Plan details tourism projects which have varying levels of commitment from partners. It is generally understood that all of the projects detailed in the Action Plan are subject to funding availability and there own approval mechanisms. Approval of the Action Plan does not provide approval for all those projects detailed within.

5. Conclusion

5.1 Subject to receiving approval from North and South Lanarkshire Councils, the document is to be published and launched. Copies will be sent to the members library.

6. Corporate Considerations

6.1 This report meets the aims and objectives of the Council's Corporate Plan 2004-2008 and the Local Economic Forum's economic strategy for Lanarkshire 'Changing Gear towards 2010'.

6.2 The Council's Corporate plan (Priority theme 'Stimulating business and the economy' and the key aim 'To improve the image of North Lanarkshire' specific action of 'Put the Lanarkshire tourism action plan in place from April 2004') Changing Gear towards 201 0 (Aim 'Making Lanarkshire an attractive place to live and work' and Objective 'Enhancing Lanarkshire's image' and specific action 'Reviewing the scope to further promote Lanarkshire's potential as a visitor destination via the development and implementation of a Lanarkshire Tourism Action Plan')

7. Recommendations

7.I It is recommended that the Committee approves the Lanarkshire Tourism Action Plan and refers this report to Community Services for information.

David M. Porch DIRECTOR OF PLANNING AND ENVIRONMENT lothMay 2004

Local Government Access to Information Act: for further information about this report, please contact Caitriona McAuley / Alice Agnew, Planning & Environment on 01 236 616279 Lizanne McMurich, Community Services on 0141 304 1844 Lanarkshire Tourism Action Plan Draft

-/ p Changing Gear towards 201 0

Lanarkshire Tourism Action Plan

Draft

Foreword The development of tourism is seen as one of Lanarkshire's major opportunities to contribute to raising the profile and image of the area. This Tourism Action Plan to 2010 aims to provide a continued strategic focus to the combined efforts of North and South Lanarkshire Councils, Scottish Enterprise Lanarkshire and the Tourist Board to ensure their investment and development activities complement those of the many businesses which provide services to the tourist industry, and recognises the role that local people can contribute to the overall process. The Lanarkshire Tourism Action Plan builds on the successes which have flowed from the implementation of the first Changing Gear Economic Strategy 1997 to 2003.

Blue - Agreed changes on 6 July Red - NLC changes Purple - Reflects feedback from communityholuntary sector via ALVO and other SLC input

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CONTENTS Page

1. Executive Summary 3

2. Our Vision 5

3. Strategic Context 8

4. The Current Position 10

5. The Plan 15

6. Monitoring Progress and Impact 31

7. Partnership Delivery Structures 33 -

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1. EXECUTIVE SUMMARY

This document sets out our aspirations for the Lanarkshire tourism industry over the next 6 years to 2010 and provides a focus for development of the Tourism potential of Lanarkshire through a vibrant public/private sector partnership approach. This action plan has been prepared by public sector partners in consultation with representative business groups and associations. The key objective, and therefore the first action, is to establish and develop linkages with tourism operators, the private sector and local communities, to create effective partnerships to drive forward the ongoing development and delivery of the tourism action plan over its lifetime to 201 0.

The key to successful implementation of the action plan will be a strong partnership between the public, private and voluntary sector players in the Lanarkshire tourism industry. The Lanarkshire Economic Forum fully recognises that the national tourism strategy is industry led and its role is to provide support to establish an effective tourism partnership for Lanarkshire. This action plan’s key aim is to encourage industry participation and leadership with the emphasis throughout this process on achieving a synergy of effort and ensuring that the best possible outputs are achieved by industry, public sector and communities working together.

The Changing Gear Towards 2010 strategy recognises that in the past Lanarkshire’s economic success has always relied upon the twin pillars of its location and its people. Looking forward to 2010, these strengths will also be the key to our future prosperity, as we work to optimise our position at the heart of Scotland.

The Lanarkshire Tourism Action Plan aims to provide a continued strategic focus to the combined efforts of the Local Economic Forum partners to ensure their investment and development activities complement those of the wide range of businesses which make up the Lanarkshire tourism product.

Our joint objective is for the tourism sector to contribute to the Changing Gear Towards 2010 vision of a Lanarkshire that is competitive, connected and confident, by creating a diverse and sustainable local economy, and improving quality of life so that Lanarkshire is widely regarded as an attractive place to live, work, visit and do business,

This action plan sets out the vision, objectives and key actions required to capitalise on the positive opportunity that tourism represents to assist in the sustained regeneration of Lanarkshire, and continue to build on the strong local partnership working already established through the Lanarkshire Economic Forum,

At the time of writing, the outcome of the Ministerial review of the area tourist boards has just been announced. The result of this review will further strengthen the integrated partnership approach to delivery, and proactive targeted marketing, already incorporated in this plan.

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Each lead agency identified within the action plan has responsibility for co-ordinating activity for that action and monitoring progress against identified timescales and targets. Implementation is set against the context of constrained financial resources. While funding is already in place for a number of the actions detailed, many will depend on accessing additional funding sources such as EuropeadHeritage Lottery funding. Actions to be undertaken directly by the Tourist Board as lead agency would also require additional funding to be secured over and above the current funding levels provided under the terms of current service level agreements.

All local partners will seek to ensure that existing and emerging funding opportunities are identified and accessed to progress actions in the most appropriate'timescale to ensure that tourism continues to contribute to the regeneration of Lanarkshire's economy. Date - April 2004

Text boxes to appear on Exec Summary page as inserts:

The Lanarkshire Tourism Action Plan has The current area tourist board structure been prepared by a sub group of the Local will remain in place until 31 March Economic Forum - the Lanarkshire 2005 and the proposed structure will Tourism Action Plan Group, comprising take effect as of 1 April 2005. representatives from: For the avoidance of confusion, this Business Gateway document refers to the Tourist Board Greater Glasgow and Clyde Valley Tourist as the delivery agency for certain Board activities. North Lanarkshire Council Scottish Enterprise Lanarkshire Prior to 1 April 2005 this term will refer South Lanarkshire Council to the Greater Glasgow and Clyde Valley Tourist Board and from 1 April 2005 to the new VisitScotland structure still to be clarified

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2. OURVISION

Over the past decade, Lanarkshire has undergone a period of significant economic transformation. Lanarkshire is successfully replacing the legacy of declining heavy industries with a diverse local economy, which encourages sustainable business growth, attracts inward investment and new talent.

Tourism is nationally recognised as a growth industry, and Changing Gear Towards 2010 provides the platform to explore the scope to further promote Lanarkshire’s potential as a visitor destination, via the development and implementation of a Lanarkshire Tourism Action Plan.

This action plan sets out the vision, objectives and key actions required to capitalise on the positive opportunity that tourism represents to assist in the sustained regeneration of Lanarkshire, and aims to continue to build on strong partnership working.

Our vision is based on the Changing Gear Towards 201 0 vision,

“Our aspiration is for a Lanarkshire that is competitive, connected and confident. Overall, our aim is to facilitate the growth of a diverse and sustainable local economy, improving quality of life so that Lanarkshire is widely regarded as an attractive place to live, work, visit and do business”

This plan sets out the actions required to ensure that Tourism contributes as effectively as possible to this vision, and provides a focus for the Tourism sector in Lanarkshire.

The overall aims of the tourism action plan are:

To maximise the contribution that the tourism sector makes to the local economy of Lanarkshire, through positioning Lanarkshire as a competitive and appealing destination in the UK and Scottish tourism market.

0 To increase the volume and value of tourism to Lanarkshire by 6% over the next 3 years.

0 To develop a genuine partnership between the public and private sector, and the communityholuntary sector in promoting the area to visitors and residents alike.

In the past, Lanarkshire’s economic success has always relied upon the twin pillars of its location and its people.

Looking forward to 2010, these strengths, coupled with our wealth of natural and cultural heritage, will be the key to our future prosperity, as we aim to optimise our position at the heart of Scotland.

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Guiding Principles

There are several guiding principles which whilst not necessarily specifically highlighted in the plan are fundamental to the Tourism Action Plan’s successful implementation. These include: 0 Partnership: the implementation of the Tourism Action Plan will only succeed if it is taken forward as a genuine partnership between the key public sector agencies and the Tourist Board along with the private sector, other tourism -operators and the local communities. 0 Dynamism: whilst the plan identifies clear and detailed programmes of activity, the plan must be dynamic and be able to be responsive to new opportunities or threats that may arise during its implementation. 0 Sustainability: for all the projects sustainability with regards to physical, environmental, economic, social and cultural issues will be addressed from the outset. Strategic Linkages: Throughout the plan the aim is to develop a number of strategic linkages between projects in terms of their rationale, key themes, and interaction.

These principles inform and shape the following 4 key objectives and corresponding actions within this plan. KEY OBJECTIVES

Objective 1 : To improve the quality and range of tourism product

Key actions Assist tourism businesses to start up, grow and develop Assist tourism businesses to transform into customer orientated organisations Promote tourism as.a long term career choice within the business sector Upgrade and develop visitor attractions Establish the Garden Valley as a visitor destination Develop visitor facilities to support the visitor experience 0 Ensure transport infrastructure is developed to meet the needs of the visitor market Develop town centres and retail facilities to attract visitors and support tourism 0 Develop and upgrade accommodation 0 Develop appropriate range of leisure facilities 0 Extension of Clyde Valley Tourist Route Develop range of Nature Based Tourism activities Develop adventure activities throughout the area 0 Upgrade the local environment as a backdrop in support of tourism 0 Develop potential of local heritage e Develop and implement Lanarkshire Events Strategy

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Objective 2: Develop effective local partnerships for tourism in Lanarkshire

Key actions Identify and establish the most appropriate industry led tourism partnership for Lanarkshire to include attractions, activities and accommodation providers Develop a wider knowledge of Lanarkshire and its attractions by local businesses and residents 0 Identify, recognise and develop the role of the voluntary sector and local communities in tourism activities and as information providers Influence partner strategies to ensure tourism is considered aspart of every relevant strategy

Objective 3: Proactively market the Lanarkshire tourism product

Key actions Targeted marketing campaigns to focus on niche market oppoitunities Enhance tourist information provision throughout the area 0 Proactively market the heritage of the area 0 Proactively market leisure activities in the area

Objective 4: Develop quality market information

Key Actions 0 Develop comprehensive monitoring and feedback mechanism for Lanarkshire Establish a comprehensive database of Lanarkshire tourism product and operators 0 Provide robust market intelligence to aid forward planning 0 Research new and evolving potential niche markets which Lanarkshire can tap into .

The action plan runs, together with Changing Gear, for the next 6 years to 2010. The actions detailed in section 5 have been categorised as:

- short (within 1 to 2 years), - medium (within 2 to 5 years) and - long (over 5 years).

A monitoring and evaluation methodology will be developed as part of this Plan to measure progress in delivery and quantify impact.

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3. STRATEGIC CONTEXT

This Action Plan takes account of current national and regional strategic documents while adding value at a local level by addressing the issues specific to Lanarkshire.

Lanarkshire has been very active in the development of its Local Economic Forum, which has created the platform to review the scope to further promote Lanarkshire’s potential as a visitor destination via the development and implementation of this Tourism Action Plan.

The Action Plan will reinforce current efforts within Lanarkshire to regenerate its economy, provide sustainable work opportunities for all of its citizens and enhance Lanarkshire’s image to tourists, visitors and residents alike.

The strategic framework diagram, over, highlights the key strategies and themes this Action Plan will directly complement.

At the time of writing the outcome of the Ministerial review of the area tourist boards has just been announced. The result of this review will further strengthen the integrated partnership approach to delivery, and proactive targeted marketing, already incorporated in this plan.

The current ATB structure will remain in place until 31 March 2005 and the proposed structure will take effect as of 1 April 2005. For the avoidance of confusion, this document refers to the Tourist Board as the delivery agency for certain activities. Prior to 1 April 2005 this term will refer to the Greater Glasgow and Clyde Valley Tourist Board and from 1 April 2005 onwards to the new VisitScotland structure still to be clarified.

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NATIONAL I REGIONAL I LOCAL Smart Successful Scotland Glasgow Clyde Valley Community Plans 0 Safe and healthy 0 Skills and learning Structure Plan 0 0 Lifelong learning 0 Growing businesses Economic 0 Growing business 0 Global connections com petitiveness Quality of life & health Social inclusion of local communities 0 Housing & the environment 0 Global connections SLRP position statement Tourism Framework for and reporting framework Action 2002:2005 West of Scotland Market positioning Objective 2 Programme 2000-2006 Tourism Action Plan 0 Consumer focus Changing Gear Towards Upgrading visitor 2010: An Economic 0 0 Enhanced status Improve quality and n attractions Strategy for Lanarkshire h range of product 0 Tourism marketing Growing business 0 Effective partnerships initiatives 0 Skills and learning A Forward Strategy for --? 0 Proactive marketing 0 0 An attractive place to live Scottish Agriculture 7 Encouraging tourism 0 Quality market as a career and work 0 Greater integration information with tourism industry Creating employment Reviving Our Rural Areas Walking tourism - e Building and attracting strategy Clyde Valley Community businesses Planning Partnership e Promoting learning Better Communities in Cities review Improving rural places Scotland- Closing the Gap Vacant & derelict land e Economically inclusive 0 Social inclusion National & regional cnmmi initinn 0 Cultural benefits sports facilities Council Corporate Plans 0 Sense of belonging City growth fund 0 Learning 0 Place people want to 0 Health and wellbeing live 0 Social inclusion 0 Safety

0 Business & economy Thematic strategies Social inclusion Youth

0 Transport 0 Biodivesity 0 Access 0 Woodland Arts

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4. THE CURRENT POSITION

Before looking ahead to how we can develop tourism in Lanarkshire by 2010, it is necessary to assess and reflect on our starting position in 2004.

Natural heritage

Lanarkshire lies at the heart of Scotland and forms a gateway between the east and west, and the north and south of Scotland. Although it is often associated as being in the midst of Scotland’s sprawling central belt, Lanarkshire is a surprising place, containing some beautiful countryside, and significant heritage sites.

Lanarkshire is a microcosm of Scotland itself, with its areas of farmland, high moorland, hills and rural communities contrasting with the vibrant urban towns and transport infrastructure.

The dominant influence of the River Clyde gives the area its distinctive river valley landscapes, and the wildlife associated with these rivers and valleys is equally distinctive. The ancient gorge woodlands on the steep valleys along the River Clyde are tiny remnants of the great forest that once covered Lanarkshire. Parts of these woodlands are designated as National Nature Reserves and- are currently being developed into a larger composite National Nature Reserve for the area.

The further South in Lanarkshire, the more wild and open the scenery becomes. The largest hills are Tinto Hill and Culter Fell and views to the Highlands can be seen on clear days.

Cultural and Built Heritage

Lanarkshire’s cultural heritage is based around the key themes below. Our built heritage - museums, monuments and visitor attractions - therefore mainly reflect these themes. The Covenanting movement and Cameronian regiment (17thC) Fruit growing in the orchards (Medieval times) Textiles, cotton and weaving - New Lanark and Strathaven (18thC) Power - coal mining, steel and hydro (1gth and early 20th C) Heavy engineering (1gfh C and early 20thC) 0 Influence on Scottish history - William Wallace, Scottish Parliament, Antonine Wall Famous people - David Livingstone, James Keir Hardie, David Dale and Robert Owen

Where once Lanarkshire was “the powerhouse of Scotland” due to the largest level of coal generation, this heritage has in turn left its legacy on parts of the landscape, and perhaps the perceived negative external image of Lanarkshire.

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Overview of the tourism sector in Lanarkshire

Lanarkshire offers a wide and varied range of activities, accommodation and attractions to the visitor; all this against the background of our beautiful natural heritage.

Lanarkshire tourism operators like all others, experienced a significant downturn in business as a result of the foot and mouth outbreak in 2000. and events on September 11, 2001, Business has slowly improved since then and for some has recovered to previous levels and gone beyond, indicating the potential for further development and growth.

Other areas, such as Scottish Borders, have experienced an increased number of tourism operators working together since these events. However, in Lanarkshire tourism operators are marketing individually to a relatively local market, and minimal networking and joint marketing is taking place. A relatively high proportion of business is dependent on repeat business, local businesses and residents. Occupancy rates and visitor numbers could be improved across the board. Tourism business is very seasonal as in other areas, peaking in June to September, and December for Christmas.

In general, there is currently spare capacity to accommodate an increased number of visitors, however in order to undertake additional marketing initiatives, additional funding will be required. Targeted marketing effort in partnership with the Tourist Board and the private sector is required to fill the spare capacity.

Lanarkshire is abundant with a wide range of tourism products and assets -all with additional capacity. This action plan will focus on how to develop tourism products and look to national and international best practice in this area to assist the process.

The current position is summarised in the SWOT analysis below.

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Strengths Heaknesses Central geographical location I Post industrial image of Lanarkshire Close proximity to Glasgow and Edinburgh I Underdeveloped tourism base Arterial road and rail network I No tourism identity or champion Scenic quality of rural areas & open spaces I lneff ective marketing Wide range of visitor attractions I Low awareness of attractions Wide range of activities I Risk of being bypassed or passed through Heritage and cultural facilities D Poor public transport links across Quality niche accommodation providers Lanarkshire Branded accommodation provision I Information provision underdeveloped Future retail potential of developments D No communication mechanisms such as Ravenscraig P Lack of investment in product, training and Retail developments in East Kilbride overdependence on public sector Royal burghs of Kilsyth, Lanark and B Dependence on local & central belt visitors Rutherglen D Variable product quality and service levels B Lower number of multifunction attractions D High ownership of attractions by local authorities D Limited training and skins development D Public sector support uncoordinated D Lack of market research on Lanarkshire Derelict land issues - . Opportunities Threats B Focus marketing effort on target markets D Increasingly competitive market 8 Maximise potential from M74, Glasgow and D Social attitudes towards tourkm in heavy Edinburgh transit traffic industrial / rural areas D Develop packaged offers around specific Continued lack of tourism identity products and activities Unstructured approach to tourism D Drive quality into service and product offers development D Reduce seasonality in tourism product Commitment from private sector Build partnerships and commercial Changing consumer tastes and demands linkages between private and public sector Variable visitor experiences and lack of D Raise awareness of tourism activity and perceived value of money best practice e Reducing public sector budgets m Create a comprehensive listing of tourism Future impact on rural communities attractions e Rundown of town centres as more retail Product development and diversification centres are concentrated in out of town e Demonstrate a partnership approach to developmenfs develop industry m Limited number of young people pursuing Increase confidence in sector tourism as a career choice due to negative Increase vocational training image e Better access to training initiatives e Improve links to colleges and schools e Develop core events with development potential Derelict land development e Future retail developments e Recognise and develop community/ voluntary sector contribution to tourism activity and information provision

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Key Facts and Figures

The tourist and visitor market is highly competitive, and many other areas in Central Scotland and South of the Border compete for income from visitors. Increasingly there is a need to find the right market for Lanarkshire and avoid the blanket approach of providing something for everyone.

While a substantial amount of market information is available at international and national level, there is limited local market information available for Lanarkshire. At present, the most significant is STEAM, the Scottish Tourism Economic Activity Monitor, which is updated on an annual basis. This will be used as the key source of information in the short term and research will be done into the most effective mechanism for provision of information at a Lanarkshire level as part of this action plan. Lanarkshire STEAM Report 2002 estimated that tourism generated E 198.54M in revenue to Lanarkshire and supported 5423 jobs in 2002, both up 1% on 2001. The Annual Business Inquiry 2002 estimates that Lanarkshire has 995 businesses in the hotels grouping, which includes restaurants, bars and camping sites. This is up 1.4% on the previous year and it is interesting to note that 80% of these businesses employ 10 or fewer employees. The recreational grouping, which includes museums, sporting activities and other recreational businesses, is estimated to have 481 businesses, which is up 4% on the previous year, and again 81% of these businesses employ 10 or fewer people.

Within Lanarkshire there are clusters of businesses receiving a high proportion of income from visitors, whilst large areas of Lanarkshire are almost entirely dependent on local trade.

In 2002, 2.6M visitors came to Lanarkshire, an increase of 2% on the previous year. By far the largest type of visitor to Lanarkshire is the day visitor at 1.5M or 57% of total visitors, up 2% on 2001. Visitors staying with friends and relatives were next at 26% of the total, visitors to serviced accommodation at 15% and non-serviced accommodation at 2%.

Tourism in Greater Glasgow and Clyde Valley (GGCV) statistics (VisitScotland 2003) provides regional visitor data for the GGCV area, which is heavily biased towards urban Glasgow rather than more rural Lanarkshire. However, this still provides a good overview of visitor activity in the wider area.

2002 UK Tourists Overseas Tourists GGCV Scotland GGCV Scotland Trips (m) 3.3 18.5 0.5 1.6 Bednights (m) 8.1 64.5 3.6 15.1 Expenditure (fm) 617 3683 177 81 1

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During 2002, 53% of UK trips taken to GGCV were English residents, 40% were Scottish, compared to 47% and 49% for Scotland as a whole. Almost two thirds of expenditure by UK visitors was due to English visitors. The average length of stay of domestic tourist trips was 2.5 nights compared to the Scottish average of 3.5 nights and 75% of trips were 1 to 3 nights in duration.

Visiting heritage was the most popular tourism activity within GGCV area although less so than the Scottish average. Walks of up to 2 hours are also less popular in the GGCV area than Scotland as a whole. 82% of visits to the GGCV area are repeat visits, only Fife attracts more at 91 %.

This action plan is therefore firmly focused on the day visitor and short stay leisure market .

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5. THE PLAN

The overall aims of the tourism action plan are:

To increase the volume and value of tourism to Lanarkshire by 6% over the next 3 years

To develop a genuine partnership between the public and private sector, and the communityholuntary sector in promoting the local area to visitors and resident alike.

The Lanarkshire Economic Forum fully recognises that the national tourism strategy is industry led and its role is to provide support to establish an effective tourism partnership for Lanarkshire. This action plan’s key aim is to .encourage industry participation and leadership with the emphasis throughout this process on achieving a synergy of effort and ensuring that the best possible outputs are achieved by industry, public sector and communities working together.

In order to implement these aims, a framework has been developed-to link actions with the organisation that will lead on taking these forward. This action plan is based on 4 key objectives, below, and the actions are grouped together under each of the objective headings.

KEY OBJ ECTIVES Objective 1 : To improve the quality and range of tourism product

Lanarkshire already has a wide range of tourism product available. The actions focus mainly on developing and linking existing tourism products to create a holistic experience for the visitor to Lanarkshire. The plan seeks to foster a genuine commitment to quality customer service and training, and effective use of technology to put the visitor at the centre of everything we do.

Objective 2: Develop effective local partnerships for tourism in Lanarkshire

Evidence has shown that a key characteristic of a competitive tourism destination is strong industry leadership, an effective public, community and private sector collaboration, with facilitation and support from the public sector. The public sector will seek to support the growth and collaboration within local partnerships and will work proactively to stimulate the growth and innovation of the sector together with industry.

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Objective 3: Proactively market the Lanarkshire tourism product

Lanarkshire at present has no overall brand or destination identity in the visitor market. In order to build a firm foundation, Lanarkshire will focus on key target market segments, undertake targeted marketing campaigns and make effective use of technology and information portals. Lanarkshire will tap into national products and will seek to promote and complement the key messages from the Pride and Passion project.

Objective 4: Develop quality market information

To get the fundamentals right, Lanarkshire needs to undertake high quality market research at the outset to fully understand the baseline position in the sector. This will allow a clear measurement of progress made against the actions in this plan. We also need to provide quality forecasting data to help the-industry plan future targeting and developments.

Timescale is shown as short, medium and long as indicated below:

Short 1-2 years Medium 2-5 years Long Over 5 years

The Actions identified below are a starting point drawn together as the result of wide ranging initial consultation with Lanarkshire Economic Forum and Community Planning Partners and industry representatives. They represent a mixture of activities, some of which have already been agreed and funded, others which are in the process of development, and some which are recognised as important but as yet remain aspirational.

The current Action Plan therefore should be regarded as a framework document which will be refined and developed over its lifetime to 2010. It is intended that the actions matrix will be developed to include more detailed timescales and financial commitments and republished bi-annually to demonstrate progress.

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Key Objective 1 - To improve the quality and range of tourism product Businesses Lead Timescale Supporting agency partners

Assist tourism businesses to start up, grow and develop

0 Assist tourism businesses to become e- BG SIMIL SEUNLC enabled and use e-marketing methods /SLC/TB 0 Provide Investors In People advice and BG S/M/L SEL guidance 0 Promote sustainable and environmental NLC/ MIL SNH/ business practices, and develop niche SLC SERAD projects in the tourism sector, including farm diversification projects Advice I Support for implementation of new NLCI S/M/L BG/SEL legislation affecting the industry, e.g. SLC Disability Discrimination Act

Assist tourism businesses to transform into customer orientated organisations

0 Provide practical training and development BG SIMIL SE UN LC/ courses SLC Increase the level of support available to BG S/M - SEL Lanarkshire tourism operators through the Scottish Enterprise tourism cluster

Promote tourism as a long term career choice within the business sector

Develop links with private sector and higher SEL S/M/L N LCiS LC/ education institutions cs 0 Develop links with education to raise awareness of tourism, improve knowledge and encourage cultural change from an early stage 0 Enhance current tourism training provision 0 Increase e-business skills Develop ILM and vocational training opportunities for the unemployed

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Visitor Attractions

Upgrade and develop visitor attractions

Ongoing programme of maintenance at World SLC S NLCT/SWT/HS Heritage Site to conserve the historical assets

Work towards the David Livingstone Centre being SLC S SEUNTS adopted by the National Trust for Scotland

Support quality improvements and build capacity at SLC/NLC S/M - MT museums and attractions, for example through the Strategic Change and Regional Development Fund projects

Undertake programme of development at NLC S Summerlee Heritage Park

Enhance the visitor experience at Motherwell NLC SIM HLF/SMC Heritage Centre

Ongoing development of the visitor experience at CGPC S Carfin Grotto and Pilgrimage Centre

Implement ongoing programme of infrastructure NLC S/M - development at Strathclyde Park

Enhance the visitor experience at M&Ds Scotland M&Ds S Theme Park and establish a new indoor endangered species facility "Amazonia"

Implement the Kelvin Valley Action plan to NLC S/M/L SEUBW/SNH/ regenerate the Kelvin Valley through the CSFT/HS development of facilities linked to Auchinstarry, Forth and Clyde Canal and Kilsyth Town Centre

Establish the Garden Valley as a visitor destination

Work with relevant operators to develop niche SLC L TB/PS marketing opportunities Enhance marketing support through the Tourist SLC L TB/PS Board

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Visitor Facilities

Develop visitor facilities to support the visitor experience Create Colzium conference and visitor centre NLC S/M

Restoration and refurbishment of Hamilton Town House SLC s - HS/HLF/ -, SAC/ 0 Rutherglen Town Hall CSPICCP 0 Motherwell Concert Hall & Theatre NLC SIM SAC Astra 0 Airdrie Observatory 0 Sir John Wilson Town Hall

Develop visitor facilities and infrastructure improvements at SLC S ERDF 0 Chatelherault and Calderglen Country Parks NLC 0 Palacerigg & Drumpellier Country Parks

Develop partnerships with the private sector to NLC S/M/L PS develop new facilities at Strathclyde Park

Ensure transport infrastructure is developed to meet the needs of the visitor market

Improve A72 designated Tourist Route and bus SLC/ S/M/L LA 21 pshipl corridor NLC SPT/RTF Open Larkhall rail line and new station at Chatelherault. Promote SPT ticketing incentives throughout the area. Improve Lanark railway station environment and create gateway to World Heritage Site Improve links between Lanark rail and bus terminus and World Heritage Site at New Lanark. Promote rail and bus timetables linking Edinburgh, Glasgow & other areas to the key attractions in the area. Promote rail and bus timetables linking places to the key attractions Improve railway connections between Lanark and Edinburgh. Improve pedestrian signage and routing between transport hubs and key attractions eg. Blantyre Station to David Livingstone Centre, Hamilton to Strathclyde Park, East Kilbride town centre to Museum of Country Life

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Develop town centres and retail facilities to attract visitors and support tourism Establish a new town centre with Ravenscraig as a NLC M/L Town Centre leisure-led shopping destination incorporating a mix Groups of retail, large and small scale leisure facilities including an indoor dry ski-slope and a sports arena.

Maintain and enhance major town centres NLC/SLC M/L - Tom Centre Groups 0 Antonine shopping centre, Cumbernauld 0 Hamilton 0 East Kilbride

Enhance and improve rural town centres, SLC/NLC M/L Town Centre developing a stronger focus on heritage and tourism Groups potential Biggar 0 Kilsyth 0 Carluke 0 Strathaven 0 Lanark Develop and improve town centres providing a safe SLC/NLC M/L Town Centre and attractive environment for shoppers and visitors Groups 0 Airdrie 0 Larkhall 0 Cambuslang 0 Motherwell 0 Coatbridge 0 Rutherglen

Accommodation

Develop and upgrade accommodation

Improve the level of quality standards in existing SLCI S/M/L SEmB accommodation making use of existing funding N LC mechanisms such as LBVF and WOSLF

Ensure bed supply grows to meet demand SLC/NLC S/M PS 0 Support increased bed capacity in town centres 0 Enhance the quality of provision in rural areas 0 Develop bed and breakfast provision to cater for niche market requirements, e.g. walking, cycling and nature based tourism

Complete hotel development as part of the Palace SLC/PS M Towers project in Hamilton

Harness development potential in the small scale TB/SLC/ L PS business conference market NLC

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Leisure and Activities

Develop appropriate range of leisure facilities implement Ravenscraig regional sports facilities bid NLC S SEU SSI PS Develop new leisure and community integrated SLC M NOF/ facilities SSI 0 South Lanarkshire Lifestyle, Cam buslang GGH BISLL 0 St Andrews, East Kilbride 0 Jock Stein Facility - Hamilton 0 Fairhill Integratedfacility - Hamilton

Extension of Clyde Valley Tourist Route Investigate extending the Clyde Valley Tourist SLCINLC L TBIPS Route

Develop range of Nature Based Tourism activities Support operators throughout area to develop SNH SIMIL SLCI Nature Based Tourism NLCIS U P

Implement outdoor and public access strategy SLCINLC S/M/C CSFTISNH

Complete National Cycle Route 75 -Glasgow to SLCINLC -S/M NCR 74 Edinburgh (Carlisle to Sustrans Glasgow) Complete National Cycle Route 74 - Carlisle to SLC SIM NCR 75 Glasgow

Develop local cycle networks linked to National SLCINLC SIM Cycle Routes

Implement Dumbreck Marsh Local Nature Reserve NLC SIM Cornrn Councils1 Access and Arts Project SNHI LF

Develop RSPB Reserve at Baron’s Haugh, N LC SIM RSPB Motherwell and link to the Clyde Walkway

Complete missing sections of Clyde Walkway SLC SIM HLFIERDFI SNH/SLC /NLC/GCC

Complete missing sections of Strathkelvin Walkway NLC SIM East Dum bartonshire Council Develop linkages between the town and country SLC M parks and wider access networks

Identify core path networks and implement path SLCI MIL CSFTISNH network improvement programme NLC

Develop local walking routes linked to Southern SLC MIL SLCISBC ID&GCI Upland Way SNHISUP

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Implement Cycling and Walking Strategy actions NLC M/L Sustrans, Paths for all S Exec Develop adventure activities throughout the area Support operators throughout the area to develop S LC/NLC S/M range of adventure activities Outdoor activities 0 Mountain biking 0 Orienteering

Develop quad biking at Forrestburn NLC Time

Develop the Carron Valley for Mountain Biking and sc Time NLC/FC other outdoor activities and link to the potential Regional Park noted in the GCV Structure Plan

Environment Upgrade the local environment asa backdrop in support of tourism Develop and implement interpretative strategy for SLC S Clyde Valley Woodlands

Develop and make use of local nature reserves SLC s SNH

Enhance Greenhead Moss Nature Park NLC S GMCTI SEU - SNHICSFT Enhance Braehead and Langlands Moss SLC S

Improve the environment and quality of urban NLC S design at Gateways and key corridors of North Lanarkshire Implement Environmental improvement works at NLC s. Broadwood Loch

Restore Dalzell Estate historic landscape and NLC S SNH 1 RSPB Baronshaugh Nature Reserve

Improve the surrounding area by focussing on anti SLC/NLC S litter and anti graffiti campaigns

Reduce crime and fear of crime through community SLC/NLC S safety partnership work

Improve village and community environments SLC S/M CG through Beautiful Scotland in Bloom and community partnerships

Implement urban and rural parks environmental NLC/ S/M/L FCIERDFf improvement programmes SLC CVWP

Develop Clyde Valley Forest Habitat Network S LC/NLC SIMIL CWPISWTI /SNH/PS FCICFCT Further develop Central Scotland forest NLC/SCFT S/M/L SNHI SExec

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Develop a Green Network of open space and SLC S/M/L CSFT/ SNW recreation provision Homes for Scotland NHSUNON SEVPSI ERDF Restore and enhance Douglas Village via SLC M HLNPS Townscape Heritage Initiative

Heritage Develop potential of local heritage Further develop New Lanark World Heritage Site SLC S/M NLDTJPSIHS and buffer zone Further develop the North Calder Heritage Trail NLC S/M HS Develop interpretative facilities for Cam busnethan NLC S/M Kirk graveyard Explore and develop the archaeological background SLC/ S/M and potential for the area NLC

Develop West of Scotland local history and NLC/ SIM - . archaeology strategy Glasgow City/S LC Provide a one stop shop for visitors and locals to SLC/ S/M TB/ University research their genealogy NLC of Strathclyde/ Museums Develop new and existing heritage trails throughout SLC/ M SNH/HS/ the area NLC/ Community Groups1 Covenanters and Cameronians TB SExec Industrial Heritage - Textiles, Mining, Steel Archaeology William Wallace 0 Roman History including infrastructure development

Support proposal for the establishment of the NLC M/L HS Antonine Wall as a World Heritage Site

Explore new and innovative tourism products SLCI M/L BG/SEL I through community development in the rural area NLC/ SLCI SNHI ALVO Community groups

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Events

Develop and implement Lanarkshire events strategy

Review events programme to identify and develop SLC/ S TB/PS core events with development potential NLC International rowing event and other key events at Strathclyde Park 0 Country Fairs 0 Tree In the Park 0 Classic Car Rally 0 Community based events, e.g. Lanark Lights and Biggar Music Festival 4 Outdoor concerts and performances 0 Battle re-enactments Support audience development for traditional music SLC s- throughout the area

Develop specific corporate events and SLC S entertainment package for Chatelherault Country Park Develop arts based tourism initiatives within Arts SLC S/M - Strategy

Develop Youth Arts Festival NLC S/M - Cumbernauid Theatre Review and develop arts/entertainment programme NLC/SLC S/M Cum bernauld at major venues Theatre/Ham ikon and Rutherglen Town House Develop multicultural themed events SLC/NLC M

Create walking festival, including linkages to SLC L Southern Upland way

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Key Objective 2- Develop effective local partnerships for tourism in Lanarkshire

Lead Timescale Supporting agency partners

Identify and establish the most appropriate industry led tourism partnership for Lanarkshire to include attractions, activities and accommodation providers Sell the benefits of network marketing SLCI S/M/L- BG/LCOC Build partnerships and commercial NLCI linkages between private and public TB sector organisations Develop efficient ways to share information and plan joint marketing initiatives Strengthen links between urban and rural areas

Develop an effective Lanarkshire tourism hub NLC/S LC/ following the Area Tourist Board review TB/SEL

Develop a wider knowledge of Lanarkshire and its attractions by local businesses and residents

Strengthen local product knowledge by developing NLC/ S/M/L - - PS/CG local providers and people as ‘ambassadors’ and SLC storytellers for the area

Promote importance of tourism to rural SLC S/M PSICG communities Promoting sustainable tourism - economically NLC/ S/M/L PS/CG viable, clean green product, involving local people, SLC providing a positive impact on host communities

Promote understanding of environmental SLC S/M PSKG management

Identify, recognise and develop the role of the voluntary sector and local communities in tourism activities and as information providers

Develop clustering/networking of local voluntary BG/ALVO S/M SOLVUCG organisations and identify linkages to wider tourism development actions Identify Civic Pride activities and local events for SLCINLC S/M ALVOISOLVEICG development and incorporation in overall Events Strategy Engage local residents in townivillage centre SLC/NLC S/M ALVOISOLVEICG regeneration activity Identify and develop opportunities for voluntary SLCirB S/M sector involvement in local tourism information provision

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Influence partner strategies to ensure tourism is considered as part of every relevant strategy

0 Cultural Strategy N LC/ S/M/L SEL 0 Branding strategy from Lanarkshire Image SLC Project Urban Parks Strategy

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Key Objective 3 - Proactively market the Lanarkshire Tourism product

Lead agency Timescale Supporting partners

Targeted marketing campaigns to focus on niche market opportunities Focus on joint marketing and packaged product TB S/M Associations/ offers SLC/N LC Visitor attractions 0 Accommodation 0 Events 0 Environment 0 Leisure and activities

Improve link to Scottish Screen and build NLCISLC MIL SLC/SNH/ Lanarkshire’s capacity as a film location HS/PS

Enhance tourist information provision throughout the area Develop Lanarkshire wide Tourism web portal as a SLCI S SEL gateway to the wider Scottish tourism product NLCITB

Ensure flexible range of dissemination of tourist SLCINLC S TB information throughout area Develop linkages between local tourism operators, SLC/ NLC S PS local authorities and vo Iu n tary organisat ions websites

Develop and implement quality design standards SLCI S TB for information, interpretation and directional NLC signage linked to quality publicity material Review existing marketing and promotional material SLC/ S. NLC Proactively market the heritage of the area

Market the New Lanark World Heritage Site on a SLC SfM N LCT/SW T/ local, national and international stage HSITB Develop linkages between World Heritage Site and SLC SIM N LCT/SWT/PS surrounding areas. Promote existing and new heritage and themed SLCRB/NLC M SNH/HS/ CG trails throughout area Undertake joint promotional activity together with SLC M SUP the Southern Upland Partnership

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Proactively market leisure activities in the area Develop programme of publicity and promotion for SLCI NLC SIM HLFIERDFI SNHlSLC Clyde Walkway INLCIGCC Promote niche market activities, eg. SLCINLC S/M/L SUP 0 walking festival, including linkages with Southern Upland Way 0 cycle networks 0 equestrian tourism 0 nature based tourism 0 outdoor activities 0 pampering and relaxation breaks Develop and implement the new Travel Trade SR IHPR S initiative, toaether with Scottish Racing, to attract increased visitors with tailored Dackaaes.

Effectively market the genealogical service NLCISLC SIM

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Key Objective 4 - Develop quality market information Lead Timescale Supporting agency Partners Establish a comprehensive database of the SLCIN LC S SEUPS Lanarkshire Tourism product and operators which iTB can be used to monitor impacts of the above initiatives

Develop comprehensive monitoring and feedback SEL S/M - All mechanism for Lanarkshire, incorporating 9 STEAM Visitor attraction monitor to provide customer feedback and cover all product areas

Update the audit of Lanarkshire visitor attractions SEL S/M - All and accommodation reports

Commission “Hotel Occupancy Study” to provide TB SIM SLCI advance information on periods of low occupancy NLC allowing Association members and the Tourist Board to design tailored marketing initiatives aimed at addressing potential downtime.

Undertake research on walking, cycling and SLUNLC S/M . S LC/SBC equestrian markets, in particular cycling and /D&GCl mountain biking in the light of the Carron Valley SNHISUPI FC proposal

Undertake travel pattern research, including vis,itor SLC SIM NLC/RTF needs

Research new and evolving potential niche markets S LC/NLC S/M . TB which Lanarkshire can tap into

Research to support the Antonine Wall World NLC S/M HS Heritage Site proposal

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Key to Partners ALVO Association of Local Voluntary Organisations BG Business Gateway BW British Waterways CG Community Groups CGPC Carfin Grotto and Pilgrimage Centre cs Careers Scotland CSCT Central Scotland Countryside Trust CSFT Central Scotland Forest Trust D&GC Dumfries & Galloway Council ERDF European Regional Development Fund FC Forestry Commission GCC Glasgow City Council GGHB Greater Glasgow Health Board GMCT Greenhead Moss Community Trust HLF Heritage Lottery Fund HPR Hamilton Park Racecourse HS Historic Scotland LCOC Lanarkshire Chamber of Commerce LF Lanarkshire Forward M&Ds M&Ds Scotland’s Theme Park MT Museum Trusts NCR 74 National Cycle Route 74 NHSL NHS Lanarkshire NLC North Lanarkshire Council NLCT New Lanark Conservation Trust NOF New Opportunities Fund NTS National Trust for Scotland PS Private Sector RSPB Royal Society for the Protection of Birds SAC Scottish Arts Council SBC Scottish Borders Council sc Stirling Council SEL Scottish Enterprise Lanarkshire SERAD Scottish Executive Rural Affairs Department SExec Scottish Executive SLC South Lanarkshire Council SLL South Lanarkshire Leisure SMC Scottish Museums Council SNH Scottish Natural Heritage SOLVE South Lanarkshire Volunteering Enterprise SPT Strathclyde Passenger Transport SR Scottish Racing ss Sportscot land SUP Southern Upland Partnership SWT Scottish Wildlife Trust TB Greater Glasgow and Clyde Valley Tourist Board/ VisitScotland

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6. MONITORING PROGRESS AND IMPACT

The action plan aims to achieve a 6% growth over the next 3 years as an initial contribution to the Scottish Executive target of an overall 50% increase for Scotland by 201 5.

Monitoring progress and impact will be achieved by adopting the Changing Gear: Towards 201 0 monitoring framework set by the Local Economic Forum.

A specific sub group - the Lanarkshire Tourism Action Plan Group - will have a co- ordinating role in driving implementation of the actions. The group will be responsible for monitoring on an annual basis and updating the plan on a biannual basis:

Monitoring the implementation of the range of actions in the action plan Proposing further priorities and actions Reviewing progress to date on the baseline indicators (below) Monitoring outputs in terms of economic benefit Provide regular update of progress to the Local Economic Forum

The action plan identifies 8 baseline indicators, which will be monitored closely to identify trends in the tourism sector, and progress made.

Baseline indicators

Indicator Description Current Source Baseline Annual 2002/03 Growth Target. Visitor Total spend generated by visitors to STEAM . f 198.5M 6% Expenditure Lanarkshire

Visitor numbers Number of visitors visiting STEAM 2.665M 6% Lanarkshire Visitor Attraction Monitor: Moffat Centre Local authority visitor statistics Turnover Turnover of tourism businesses Annual Business Definition by SIC grouping Inquiry

Occupancy Occupancy of accommodation STEAM businesses

Seasonaiity Percentage of tourism spend made STEAM Q1 36.9M 6% in quarters 1 ,2,3 and 4 Q2 52M Q3 62.2M Q4 47.4M

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Total Number of employees in tourism STEAM 5423 6% employment sector Definition by SIC grouping to be developed

No of Quality Number of tourism businesses Tourist Board 118 6% assurance signed up to quality assurance members schemes

Increase in Progress made in quality assurance Tourist Board Baseline of 6% quality schemes measured by the - 3.06 assurance score individual and average Quality Assurance Scheme scores

Each action will be monitored individually and the monitoring mechanism will be further developed as the process and research evolves.

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