Dorset Culture and Tourism Action Plan 2015–2018

Prepared for Dorset Arts Trust and Dorset County Council

Victoria Pirie and Joanna Morland December 2014 Dorset Culture and Tourism Action Plan 2015–2018 Contents

Executive Summary 4

1 Introduction 6

Purpose 7

Defining tourism, visitors and the visitor journey 7

2 Who is a visitor now and in the future? 8

3 What will success look like? 9

4 Dorset Destination Management Plan 10

5 Context 11

6 Objectives 13

7 Programme Outline 14

8 Communication Plan 15

9 Resources 16

10 Risk Analysis 17

11 Management, monitoring and review 18 12 Programmes

Programme 1 Culture Welcome 20

Programme 2 Clear Information 22

Programme 2 CultureDorset 24

Programme 4 Infrastructure and Research 26

Appendix 1 The Visitor Journey 31

Appendix 2 Action Plan Timetable 34

Appendix 3 Culture and Tourism Who’s Who 36

Further Information 37

2 Dorset Culture and Tourism Action Plan 2015–2018

3 Dorset Culture and Tourism Action Plan 2015–2018 Executive Summary

Culture is an essential element in The Action Plan uses the Destination Management developing tourism across Dorset, Plan’s definition of culture: ‘both contemporary and Bournemouth and Poole. While seaside, heritage including the arts, crafts, family history, beaches and coast are the most frequently festivals and events, galleries, gardens, historic buildings and landscape, literature, maritime history, mentioned main motivation to visit museums, music, parks and traditional events etc.’4 Dorset, it is culture that brings it to life, distinguishing the county from everywhere The Action Plan is based on consultation across else and offering visitors authentic Bournemouth, Dorset and Poole with culture experiences of the real Dorset and its and tourism businesses and organisations, local people. The cultural sector also needs authorities, the National Coastal Tourism Academy, tourism. It is important to the continuing Bournemouth University, and learning from culture and tourism practice in Cornwall, Cumbria, Scotland vitality of the sector, attracting new and Yorkshire.5 It also draws on the consultation and audiences, creating connections with the evidence that informed the Destination Management local tourism and business community Plan. and making a valuable contribution to the bottom line. Sustainable and effective culture and tourism development requires a commitment to establishing a mutual understanding between culture and The new countywide Destination Management Plan tourism businesses and joint ownership of delivery. recognises that Dorset, Bournemouth and Poole has The Action Plan focuses on culture and tourism a strong heritage and culture sector which has the activity that is best achieved by culture and tourism potential to achieve a higher profile and to increase businesses and organisations working together and the numbers of visitors1. The Culture and Tourism reaches across Dorset, Bournemouth and Poole. Action Plan, commissioned by Dorset Arts Trust and Dorset County Council, builds on this potential. It feeds directly into the delivery of the Destination Management Plan and identifies how heritage and culture can contribute to increasing visitors and spend in Dorset.

Tourism is of significant value to Dorset. In 2012 “Seaside, beaches and Dorset attracted just under 15 million visitor trips. Direct spend by visitors to Dorset in 2012 amounted coast are the main to £1.245 billion. The economic importance of tourism, shown by GVA2 is £0.25 billion in Dorset motivation to visit county and £0.20 billion in Bournemouth and Poole, respectively 4% and 2.99% of the area’s total GVA.3 Dorset, it is culture that brings it to life.”

1 Dorset Destination Management Plan Final Draft 10 July 2014 p35 www.creativedorset.co.uk/dorset-cultural-tourism-network/

2 Gross Value Added is the amount contributed to the economy by ‘direct’ tourism sectors such as hotels and visitor attractions 4 ibid p35

3 Dorset Destination Management Plan Evidence Base p7 5 Culture and tourism consultation summary, Dorset Arts Trust June 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/ www.creativedorset.co.uk/dorset-cultural-tourism-network/

4 Dorset Culture and Tourism Action Plan 2015–2018

The visitor, whether visiting family, friends or on holiday or business, is at the heart of the Action Plan. “The Action Plan is Four programmes are structured around the visitor journey. This focuses on the whole visitor experience focused on culture and from choosing to come to Dorset, the holiday itself and returning home afterwards: tourism activity that The programmes are: is Dorset-wide or can 1. Culture Welcome be best achieved by a Visitors are welcomed through planning and deciding to visit Dorset to being back at home and group of culture and remembering their visit; tourism businesses and 2. Clear Information Information is visitor-focused, relevant and in organisations working appropriate formats; together and making 3. CultureDorset A year-round cultural offer; and the most of existing 4. Infrastructure and Research resources.” Focuses on culture and tourism working together.

These will be delivered in two phases. Phase One: April 2015 - September 2016 and Phase Two: October 2016 - September 2018.

It is intended that existing resources within culture and tourism will support initial delivery of the three year plan. A fundraising plan is being developed on behalf of Dorset Arts Trust by the Arts Development Company CIC6 . Funding will be sought for the co- ordination of the Culture and Tourism Network and full delivery of the plan.

Initial delivery and management of the Action Plan sits with Dorset Arts Trust and the Arts Development Company. The Culture and Tourism Working Group will monitor the delivery of the Action Plan7. The Dorset Arts Trust representative on the Destination Management Board will report on progress to that Board.

6 Dorset County Arts Team will become an independent external provider of arts development services in early 2015 as the Arts Development Company CIC

7 At 22 September 2014 the group members are Dorset Arts Trust; National Coastal Tourism Academy; culture and tourism officers at Bournemouth Borough Council, Dorset County Council, Borough of Poole, and West Dorset District Council; Dorset Area of Outstanding Natural Beauty; Bournemouth University and Jurassic Coast.

5 Dorset Culture and Tourism Action Plan 2015–2018 1. Introduction

Culture is an essential element in The Action Plan uses the definition of culture set developing tourism across Dorset, out in the Destination Management Plan: ‘both Bournemouth and Poole. While seaside, contemporary and heritage including the arts, beaches and coast are the most frequently crafts, family history, festivals and events, galleries, gardens, historic buildings and landscape, literature, mentioned main motivation to visit maritime history, museums, music, parks and Dorset, it is culture that brings it to life, traditional events etc.’11 It supports the Destination distinguishing the county from everywhere Management Plan’s statement that tourism has to be else and offering visitors authentic managed in a sustainable way to maximise benefits experiences of the real Dorset and its for long-term prosperity and reduce any negative people. The cultural sector also needs impacts12. tourism. It is important to the continuing The plan is based on consultation across Dorset, vitality of the sector, attracting new Bournemouth and Poole with culture and tourism audiences, creating connections with the businesses and organisations, local authorities, the local tourism and business community National Coastal Tourism Academy, Bournemouth and making a valuable contribution to the University, and learning from culture and tourism bottom line. practice in Cornwall, Cumbria, Scotland and Yorkshire.13 It also draws on the consultation and evidence base which was used to develop the Dorset Dorset Arts Trust and Dorset County Council Destination Management Plan.14 Detailed delivery have commissioned a Culture and Tourism Action plans for the programmes will be developed by Plan in the context of a new Dorset Destination culture and tourism businesses and organisations Management Plan8, the Dorset Destination working in partnership with the local authorities, Management Organisation and Dorset Local the National Coastal Tourism Academy, and Enterprise Partnership. The plan sits under the Bournemouth University. This is the Culture and Destination Management Plan and will be overseen Tourism Network. by the Culture and Tourism Working Group.9 Achieving sustainable and effective culture and The Destination Management Plan identifies that tourism development requires a commitment to Dorset has a strong heritage and culture sector with establishing a mutual understanding of each sector, the potential to raise its profile and increase the joint ownership of delivery and of the Culture and numbers of visitors10. The Culture and Tourism Action Tourism Network. Dorset Arts Trust and the Arts Plan draws together the broad and fragmented Development Company15 will drive delivery, working cultural offer in order that the cultural sector has a closely with tourism partners and businesses stronger voice and makes an effective contribution identified in the plan and with the Director of the to delivering the Destination Management Plan. Destination Management Organisation appointed to deliver the Destination Management Plan.

11 ibid p35

8 Dorset Destination Management Plan Final Draft 10 July 2014. Referred to as 12 ibid p5 the Destination Management Plan. The Plan covers Dorset, Bournemouth and Poole. www.creativedorset.co.uk/dorset-cultural-tourism-network/ 13 Culture and tourism consultation summary, Dorset Arts Trust June 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network 9 At 22 September 2014 the group members are Dorset Arts Trust; National Coastal Tourism Academy; culture and tourism officers at Bournemouth Borough Council, 14 The Visitor Data sections of the Destination Management Plan Evidence are Dorset County Council, Borough of Poole, and West Dorset District Council; Dorset available at www.creativedorset.co.uk/dorset-cultural-tourism-network/ which Area of Outstanding Natural Beauty; Bournemouth University and Jurassic Coast. includes a link to obtain the full Evidence Base document by email.

10 Dorset Destination Management Plan Final Draft 10 July 2014 p35 15 Dorset County Arts Team will become an independent external provider of arts www.creativedorset.co.uk/dorset-cultural-tourism-network/ development services in early 2015 as the Arts Development Company CIC.

6 Dorset Culture and Tourism Action Plan 2015–2018

Purpose Defining tourism, visitors and the The visitor is at the heart of the Action Plan and activity is structured around the visitor journey. visitor journey The three strands of the Plan support achieving excellence in the delivery of: visitor care and “Tourism is the act of travelling to, and staying in a experience, visitor information, and cultural product, place outside one’s usual environment for leisure, and provide a platform for developing new culture business and other purposes. Tourism includes day and tourism programmes. visits using the same criteria.”16

The Action Plan is in two phases. Phase One “Tourism includes business tourism, social visitors runs over 18 months (April 2015 - September staying for a function and day visitors i.e. anyone 2016) and is focused on action research to define undertaking an activity that is not in their normal and co-ordinate the cultural offer and building routine. These are important markets for Dorset working relationships between culture and tourism but not always recognised as tourism.”17 businesses and organisations. Phase Two runs over two years (October 2016 – September 2018) and For cultural businesses and organisations, in order to will further develop Phase One work and deliver distinguish tourism visitors from local or community new culture and tourism campaigns and packages. A visitors, audience or participants; a visitor is detailed Phase Two plan will be developed following someone who comes to Dorset from outside the a review of the first 18 months work. County for a day or a longer stay for leisure, holidays, business or to visit friends or relatives. They may The Action Plan is focused on culture and tourism or may not already participate in culture. Defining activity that is Dorset-wide or can be best achieved a visitor as not resident in Dorset is important by a group of culture and tourism businesses and as the overarching strategic objective of tourism organisations working together and making the development in the Destination Management Plan most of existing resources. Individually, businesses, is a long-term increase in spending brought into the organisations and places will continue to develop County from elsewhere in the UK or from abroad. their own programmes and partnerships. The visitor journey focuses on the whole visitor experience:

At Home Awareness - Research - Decision and Booking - Pre-visit planning

In Dorset Arrival - Staying - Activities - Leaving

Back Home “The visitor is at the Unpacking/Recollection - What Next? heart of the Action Plan and activity is

16 Principles for developing Destination Management Plans, VisitEngland, 2012, structured around the and quoted in Dorset Destination Management Plan Final Draft 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/ visitor journey.” 17 Dorset Destination Management Plan Final Draft 2014 p4 www.creativedorset.co.uk/dorset-cultural-tourism-network/

7 Dorset Culture and Tourism Action Plan 2015–2018 2. Who is the visitor now and in the future?

In 2012 Dorset attracted just under 15 The Destination Management Plan notes: million visitor trips, made up of around ‘The current lack of up to date market research 3 million domestic staying visitors, 0.4m makes the identification of the County’s target markets 21 overseas visitors and 11m day visitors. difficult…’ However, the plan goes on to suggest that the following are likely to be amongst the Dorset has a higher proportion of holiday County’s primary target markets. trips than England as a whole, but relatively fewer business and visiting friends and • Short and extended breaks especially out of relatives trips. Just over three quarters of the London and the South East focusing on events, County’s visitors are day visitors, and heritage, culture and outdoor activity for different the remainder are staying visitors.18 age groups; • Family seaside holidays by the coast in hotels and self-catering accommodation; Bournemouth is the most visited part of Dorset • Business and conference tourism in Bournemouth with an estimated 3.46m day and staying visits per and elsewhere; annum in 2012, followed by West Dorset (2.87m), • Language students; Poole (2.08m) and Purbeck (2.01m).19 • Day visits by Dorset and regional residents; and • Visiting friends and relatives, local residents and The following characteristics of current visitors social tourism. are identified in the Destination Management Plan as important in considering future priorities and Other specific (niche) markets include: approach. The largest market for Dorset is South East England (29% of visitors), followed by the • Walking and cycling visitors; South West (28%). London accounts for 8% of all • Cruise/ferry transit passengers; visitors. Over half of visitors are in a group of two • Overseas markets with direct links to adults with no children, while families with children Bournemouth and other local airports; make up 28% of visitors. The County attracts a high • Visiting boats travelling along the coast and across proportion of mature visitors: over two thirds are the channel; 45 years or older, and fewer than one in ten are • Visitors for cultural events and entertainment under 35 years old. The pattern of visits by domestic, (including younger age groups and the night-time overseas and day visitors is more seasonal in Dorset economy); than it is for England as a whole.20 • Visitors interested in the film heritage; and • Visitors to Stonehenge.

18 Dorset Destination Management Plan Final Draft 2014 p9 www.creativedorset.co.uk/dorset-cultural-tourism-network/

19 ibid p9

20 ibid p9 21 ibid p24

8 Dorset Culture and Tourism Action Plan 2015–2018 3. What will success look like?

1. Visitors are welcomed Performance Indicators for the outcomes, linked From being at home - planning and booking, through to each programme, will be developed based on their arrival and stay in Dorset to returning home assessing the outcome from the visitor’s perspective. and recollecting their visit. The goal is to achieve excellence.

2. Visitors are provided with clear information Performance Indicators will combine those measured In appropriate ways and formats as part of the for the Destination Management Plan (e.g. Dorset welcome and before, during and after their visit. brand awareness, visitor satisfaction, economic impact/GVA), those collected by local authorities 3. A year-round cultural offer (e.g. overarching visitor surveys, motivation for No matter when you visit there is ‘something visit, activities undertaken) and those collected by interesting around every corner.’ organisations (e.g. demographic data for cultural events, feedback on experience). 4. Cultural organisations and businesses achieve an identifiable increase in audiences and participants who are visitors to Dorset. The target proposed in the Destination Management “A strong and integrated Plan is a 5% increase in the value of the visitor economy per annum and is based on VisitEngland’s cultural offer should also national target. The Destination Management Plan acknowledges this is challenging. It is recommended speak to the visitor’s that the target for the Culture and Tourism Action Plan should align with the final agreed target for the search for authenticity Destination Management Plan and then a baseline should be established. and a destination’s need for distinctiveness, to stand out from the opposition.”

9 Dorset Culture and Tourism Action Plan 2015–2018 4. Dorset Destination Management Plan

The Destination Management Plan aims to:

“Strengthen the marketing and management of Dorset and coordinate and supplement the initiatives of local destinations and tourism enterprises thereby helping to sustain and grow the visitor economy of Dorset, generating “Dorset, Bournemouth expenditure, creating jobs and business opportunities across the County.”22 and Poole has a strong heritage and 23 The aim has been shaped by five priorities: culture sector with the • Regaining and increasing market share. • Increasing year round visitor spending and its potential to raise its retention in the County. • Unleashing the potency of Dorset as a destination profile and increase the brand. • Effectively linking the urban, rural and coastal numbers of visitors.” experience. • Conserving, fostering and promoting Dorset’s special natural and cultural assets.

22 Dorset Destination Management Plan Final Draft 10 July 2014 p17 www.creativedorset.co.uk/dorset-cultural-tourism-network/

23 ibid p17

10 Dorset Culture and Tourism Action Plan 2015–2018 5. Context

The Dorset Destination Management • A need to keep up with rapid technological Plan has been developed in the context changes affecting communication with visitor of Transforming Dorset, the Dorset Local markets; and Enterprise Partnership’s Strategic Enterprise • Increasing visitor expectations. Plan, and the value of tourism within the The seaside, beaches and coast are the most Dorset economy. frequently mentioned main motivation to visit Dorset. Countryside, natural history, culture and Direct spend by visitors to Dorset in 2012 amounted heritage also figure among the range of general to £1.245 billion. The economic importance of motivations to visit Dorset28. The activities that tourism, shown by GVA24 is £0.25 billion in Dorset many visitors take part in while they are in Dorset county and £0.20 billion in Bournemouth and Poole, include visiting museums, historic houses, churches respectively 4% and 2.99% of the area’s total GVA.25 and gardens, and for a smaller percentage of visitors, cultural pursuits and theatre.29 This shows that In summary, tourism strengths and although culture and heritage are not currently a weaknesses are:26 main motivation to visit Dorset, they are something to do when here. “The main strengths of Dorset as a visitor destination are its access to a large market, the excellent natural This plan uses a definition of culture as set out in resources of the coast and rural hinterland, the towns the Destination Management Plan, which defines and resorts, the local arts, culture and food offer and culture in the broadest sense i.e. ‘both contemporary the range of attractions and activities. The County and heritage including the arts, crafts, family history, has a relatively low profile as a destination but the festivals and events, galleries, gardens, historic main weakness is the lack of appreciation of, and buildings and landscape, literature, maritime history, commitment to exploit, the potential that exists.” museums, music, parks and traditional events etc.’30 Archaeology is not specifically mentioned, but The challenges are:27 is taken to be included in historic buildings and landscape. Food is also not in the definition and is • Increasing competition from destinations across an important complementary area of tourism. the UK and internationally; • Some recent decline in Dorset’s market share, Dorset has a thriving arts sector with large and which needs to be reversed; small venues, including rural village halls, offering • A need by many businesses to strengthen their a wide-ranging programme of theatre, dance, music performance year round, to achieve profitability and events. The County is home to a large number and a platform for growth; of visual artists and craftspeople, and has a small • Constraints on public, including local authority, publicly funded gallery in an arts centre and a and private sector resources, reducing investment contemporary craft centre, two stone carving centres in product and infrastructure improvement and and a scattering of commercial galleries and craft maintenance of key assets and visitor services; retail outlets.

24 Gross Value Added is the amount contributed to the economy by ‘direct’ tourism sectors such as hotels and visitor attractions

25 Dorset Destination Management Plan Evidence Base p7 28 Dorset Visitor Survey, 2009 cited in Destination Management Plan Evidence www.creativedorset.co.uk/dorset-cultural-tourism-network/ Base p21 www.creativedorset.co.uk/dorset-cultural-tourism-network/

26 Dorset Destination Management Plan Final Draft 10 July 2014 p14 29 ibid p25 www.creativedorset.co.uk/dorset-cultural-tourism-network/ 30 Dorset Destination Management Plan Final Draft 10 July 2014 p35 27 ibid p16 www.creativedorset.co.uk/dorset-cultural-tourism-network/

11 Dorset Culture and Tourism Action Plan 2015–2018

A huge number of annual and biennial festivals, There are a number of place-based and sector-based some national in profile, some more local, run cultural initiatives in progress or development that during almost every month of the year. They include contribute or potentially contribute to the long term performing and multimedia arts, artists’ open development of culture and tourism: studios, music festivals from classical and traditional to contemporary, literature, food, film and walking, as • The Visual Arts Marketplace Development project, well as county and countryside shows. The Maritime led by Big Picture32, which aims to increase the Mix programme which accompanied the London value of the visual arts economy by raising the 2012 sailing events in Weymouth and Portland is quality, reputation and visibility of the visual arts of particular relevance as it gave the cultural sector in Dorset; experience of working together to present a high profile cultural festival.31 • Planned gallery development at Arts University Bournemouth, Dorset County Museum and Museums across the County include the nationally Sherborne House; important Tank Museum, larger museums supported by local authorities, community museums that • Coast, environment and landscape initiatives as are pivotal to their town’s cultural offer, and the part of the Jurassic Coast, Thomas Hardy visitor Jurassic Coast World Heritage Site museums which centre and South Dorset Ridgeway Landscape display fossils and geology of the coast alongside Partnership; their collections. The Dorset History Centre houses unique national and local archives including artists’ • The West Dorset three venues collaboration – archives. Dorset has many historic houses and towns, jointly programming and marketing shows, and often with beautiful gardens and public parks, developing key audiences; ancient monuments including military installations, castles and archaeological sites in its urban areas, • Recently established contemporary cultural protected rural landscapes and along the coast. festivals to present work with a national or Many writers, musicians and artists were inspired by international profile, for example Bournemouth places in Dorset and lived in the County. The work Arts by the Sea, b-side and the more established they produced is part of Dorset’s heritage, and films Inside Out Dorset; of their works as well as contemporary films and television series feature Dorset locations. • The long-running Dorset Art Weeks biennial open studio event;

• The Little Keep cultural business development “Culture and heritage partnership; and are not currently a • Memo and Jurassica visitor attractions on Portland. main motivation to visit Dorset, they are something to do when here.”

32 Big Picture is a visual arts and crafts consortium. Its members are Artsreach, Bridport Arts Centre, B-side, Dorset Visual Arts, Sherborne House Arts, Walford Mill 31 Maritime Mix legacy reports www.dorsetforyou.com/410264 Crafts and independent curators.

12 Dorset Culture and Tourism Action Plan 2015–2018 6. Objectives

The Destination Management Plan objectives are:

1. To raise the profile of Dorset To achieve these objectives, the Destination as a visitor destination Management Organisation Board has agreed the following priorities for action: 2. To capitalise on Dorset’s inherent resources; coast and countryside • Prepare a destination marketing plan for Dorset

3. To enhance quality and distinctiveness • Develop a visitor information plan

4. To support tourism businesses and • Develop, grow and coordinate events human resource development • Create a new destination partnership (Destination 5. To strengthen delivery structures Management Organisation) for Dorset and processes • Enhance the management of the Dorset Brand

The Culture and Tourism Action Plan supports the delivery of these priorities and will connect the culture offer to the development of other aspects of the Dorset offer such as coast and countryside within the framework of the Destination Management Plan.

13 Dorset Culture and Tourism Action Plan 2015–2018 7. Programme Outline

The programme is based on the visitor 1. Culture Welcome journey and has three interconnected 1.1 Culture Welcome - knowledge, skills and strands: 1. Culture Welcome - visitors are understanding. A programme of familiarisation, welcomed through planning and deciding training and development for culture and tourism businesses and organisations. to visit Dorset to being back at home and remembering their visit; 2. Clear Information 2. Clear Information - information is visitor-focused, relevant and 2.1 Visitor information - telling the culture story. in appropriate formats; 3. CultureDorset - a 2.2 Culture Campaigns - a programme of campaigns year-round cultural offer. A fourth strand that promote Dorset through culture. focuses on 4. Infrastructure and Research. 3. CultureDorset 3.1 CultureDorset - the year-round offer. The Action Plan has two phases: 3.2 Products and Packages - culture and tourism working together to develop new visitor-centred activity. Phase One (April 2015 - September 2016) 4 Infrastructure and Research Development, testing and initial delivery 4.1 Culture and Tourism Network - supporting the across all programmes. development and delivery of the Action Plan. 4.2 Visitor research and intelligence - data and intelligence linked to the Destination Management Phase Two Plan, assessing the impact of the Culture and (October 2016 - September 2018) Tourism Action Plan and long-term research Continued development of Phase One plus new opportunities linked to the National Coastal Tourism campaigns and new cultural products and package Academy and Bournemouth University. development that build on Phase One. Programme outlines are set out in Section 12. The timescales for delivering the Culture and Detailed action plans will be developed following Tourism Action Plan and for assessing its impact plan consultation, to guide delivery and secure will be aligned with those of the Destination resources. Management Plan once these are agreed.

“A network should work with existing tourism associations and bodies and with the Destination Management Organisation.”

14 Dorset Culture and Tourism Action Plan 2015–2018 8. Communication Plan

Communicating the purpose, programmes “The Destination and impact of the Action Plan is essential, not only within the cultural and tourism Management Plan defines sectors but also more widely at local, culture as ‘both contemporary regional and national levels. As part of Phase One, Dorset Arts Trust and The Arts and heritage including the Development Company should develop an arts, crafts, family history, internal and external communications plan as part of Culture and Tourism Network. festivals and events, galleries, gardens, historic buildings and landscape, literature, maritime history, museums, music, parks and traditional events etc.’”

15 Dorset Culture and Tourism Action Plan 2015–2018 9. Resources

It is intended that existing resources The Arts Development Company is within the culture and tourism sectors will developing a fundraising plan for the Action support initial development of the plan. The Plan on behalf of Dorset Arts Trust. commitment of business or organisation time is based on there being a benefit to the business or organisation. However, the need is to gather and maintain momentum, and “The County has a the ongoing co-ordination of the Culture and Tourism Network and full delivery of relatively low profile as the plan are beyond the resources of Dorset Arts Trust or the Arts Development Company. a destination but the This additional time should come from a main weakness is the paid co-ordinator post along with a modest budget in order to enable the actions lack of appreciation of, outlined in Phase One of each programme. and commitment to exploit, the potential that exists.”

16 Dorset Culture and Tourism Action Plan 2015–2018 10. Risk Analysis

Risk Likelihood Impact Consequence Preventative Action Lead Loss of Medium High Culture and Tourism sector DCC and Dorset Arts Trust The Arts momentum disengages with the commit time and resources Development to deliver the development. to pursue development and Company CIC Action Plan delivery. (TADC)/ Loss of credibility with the Dorset Arts Destination Management Trust Organisation. Culture and Tourism Working Group

Achieving Medium High Culture and Tourism Address as part of partnership Dorset Arts a mutual businesses and and joint working. Trust understanding organisations unable of business and to plan and deliver the Opportunities to meet and language programmes effectively. familiarisation visits.

Culture and Medium High Sector disengagement, loss Work through existing tourism Dorset Arts Tourism of credibility, continued associations. Trust/TADC businesses / fragmented approach. organisations The network is seen to make do not engage a difference. with the network

Resources not Medium High Culture and Tourism Identify action and change Dorset Arts secured for disengagement, loss of that can be delivered within Trust/TADC delivering the credibility, continued existing resources. Action Plan fragmented approach. Culture and Coordinated approach and Tourism advocacy for strategic funding. Working Group Future of the Low High Potential loss of wider Culture and Tourism Working Culture and Destination strategic approach to Group actively support the Tourism Management Tourism and return to Destination Management Working Organisation fragmented approach Organisation and advocate Group beyond 2015 undermines delivery of the for strategic tourism uncertain Culture and Tourism Action development. Plan.

Over promising Med Med Culture offer makes less Identify practical action Dorset Arts against impact in the Dorset offer/ that can be delivered within Trust/TADC cultural brand than anticipated by existing resources, and build organisations the DMP and Dorset Arts on this. ’resources Trust. / ability to deliver

17 Dorset Culture and Tourism Action Plan 2015–2018 11. Management, monitoring and review

Initial delivery and management of the Action Plan sits with Dorset Arts Trust and the Arts Development Company CIC. As the Culture and Tourism Network develops, it may be appropriate that a network group takes this on.

Dorset Arts Trust is a member of the Destination Management Organisation “The Action Plan Board. A sub group of the Board, the Culture and Tourism Working Group, will monitor will connect the the Action Plan, and the Dorset Arts Trust culture offer to the representative will report on progress to the Destination Management Organisation development of other Board. aspects of the Dorset Phase One of the Action Plan should be reviewed in late Spring 2016 in order to offer such as coast create a detailed plan for Phase Two. and countryside within the framework of the Destination Management Plan.”

18 19 Dorset Culture and Tourism Action Plan 2015–2018 12. Programmes

Consultation at Dorset Arts Trust meetings raised Programme 1 a number of knowledge, skills and understanding issues; leadership lessons in learning from Culture Welcome elsewhere (Cornwall and Cumbria) and the potential for mentoring opportunities; a better understanding of how and why people decide to visit Dorset, and why they chose activities once Why? here. The differences in language used in culture Essential components of success are understanding and tourism is seen as a barrier. There is need for the visitor journey, welcoming visitors and visitor willingness on both sides to acknowledge and care. Information from friends and family are work through these to understand each other. The important factors in influencing visitors to come interviews with Cornwall, Cumbria, Creative Scotland to Dorset and is particularly influential for first and EventScotland all recognised differences time visitors.33 It is therefore critical that visitors of language as a key issue and that successful feel welcomed and enjoy their visit and become campaigns and programmes manage and overcome ambassadors for the county when they return home. this. The Yorkshire Festival 2014 programme37 is a good example of straightforward language selling The responses to the Dorset Arts Trust survey a high quality art programme from contemporary indicate a strong interest in developing work visual art and classical music to participatory and with tourism.34 However, only a few organisations community projects. are aware of how many visitors from outside the County they have and few consider tourist visitors At a broader level EventScotland’s strategy identifies in planning their programme. In response to a ‘Our People’ and the importance of being known for question about training, only one organisation the ‘friendliness of the welcome and passion of the had run Welcome Host customer training for staff. people’ as an asset.38 For organisations with a community focus there is an opportunity to consider visiting friends and Recent work looking at theatre audiences and relations. factors affecting repeat visits underscores the importance of the whole experience, not just the The Destination Management Plan enterprise survey performance, in influencing a decision to attend identifies training in ‘marketing, customer care and or not attend again.39 This speaks to running a product knowledge’ as the topics most frequently sustainable cultural business. Culture Welcome is mentioned by businesses.35 The plan states that ‘A not just about visitors having a positive experience, priority is to raise product awareness of what exists it makes good business sense. both within and around Dorset so that everyone concerned can act as an informed and enthusiastic ambassador for the area.’36

33 Dorset Destination Management Plan Evidence Base p22 www.creativedorset.co.uk/dorset-cultural-tourism-network/ 37 http://festival.yorkshire.com/join-in-and-downloads/yorkshire-festival-brochure

34 Culture and tourism consultation summary, Dorset Arts Trust June 2014 38 Event Scotland (nd) Scotland the Perfect Stage: A strategy for the events www.creativedorset.co.uk/dorset-cultural-tourism-network/ industry in Scotland 2009-2020 p8 www.eventscotland.org/scotland-the-perfect- stage/the-national-events-strategy/ 35 Dorset Destination Management Plan Final Draft 2014 p11 www.creativedorset.co.uk/dorset-cultural-tourism-network/ 39 www.artsprofessional.co.uk/magazine/277/article/seizing-moment?utm_ source=Weekly-Good-Reads&utm_medium=email&utm_content=Seizing-the- 36 ibid p34 moment&utm_campaign=25th-September-2014

20 Dorset Culture and Tourism Action Plan 2015–2018

How? Phase One Drawing on the experience of Cornwall and Cumbria, (April 2015 - September 2016) a programme of familiarisation training for culture Action: and tourism businesses and organisations needs to 1. Explore how the National Coastal Tourism be developed to support the CultureDorset and Academy training and development programme Clear Information programmes and underpin the can be extended across the cultural sector as a Culture and Tourism Network. starting point for Culture Welcome. Achieve this The Destination Management Plan indicates that through a consultative workshop with culture, there is no shortage in the availability of training, landscape, heritage businesses and organisations. but take-up from tourism businesses is poor. Workshop led by Dorset Arts Trust and the The constraints are communicating with tourism National Coastal Tourism Academy. businesses and persuading them of the value of training to their business.40 While Dorset Arts Trust 2. Welcome Host training for Dorset Arts Trust organisations are more ready to take part in training members. to develop many aspects of their business model, they give a low priority to Welcome Host training 3. Culture Welcome is launched at a series of half- and this needs to be addressed. day workshops and training events bringing the culture and tourism sectors together to develop The National Coastal Tourism Academy has knowledge and confidence in promoting the developed a successful, in terms of take up, model culture offer. of training and development work. This is focused on visitor welcome and care, and management.41 4. Explore the link between the tourism Welcome Host provides an industry recognised Apprenticeship and Creative Employment standard for visitor care. The Ambassador’s programmes, for people looking to enter the programme provides a model for development industries. across culture and tourism, and training initiatives such as innovation in tourism would also be of 5. Identify business development needs that can be benefit to the culture sector.42 Opportunities to link met by the Dorset Growth Hub. to Bournemouth University’s workshops on tourism and culture, linking the Creative Employment programme to tourism, Apprenticeships and Dorset Phase Two Employment and Skills Board programmes should (October 2016 - September 2018) also be explored. Action: On business development, Dorset Arts Trust’s 1. Continued roll out of Culture Welcome and discussion with the Dorset Growth Hub should evaluation of the impact on visitors’ experience. include culture and tourism development. 2. Develop new training initiatives, in particular related to Clear Information, CultureDorset and needs expressed by the Culture and Tourism Network.

40 Dorset Destination Management Plan Final Draft 2014 p39 www.creativedorset.co.uk/dorset-cultural-tourism-network/

41 http://coastaltourismacademy.co.uk/training-and-business-development/intro- duction

42 http://coastaltourismacademy.co.uk/news/article/on-the-road-to-destination- innovation

21 Dorset Culture and Tourism Action Plan 2015–2018

For example most of the Tank Museum’s 160,000 visitors arrive by car and less than 10% of visitors Programme 2 live within a 20-minute drive time. The average distance travelled is 48 miles.46 40% of visitors stay Clear Information in campsites and from the Museum’s perspective, a better understanding of the media used by people in different types of accommodation is critical. 2.1 Visitor Information This would enable better use and targeting of marketing resources. The Tank Museum estimates that it needs to spend 50% more on marketing Why? than an urban museum to attract visitors.47 Current Telling the culture story with clear information in tourism promotion is viewed as fragmented and it appropriate formats and language is essential not is difficult to assess the return on investment; six only for visitors, but essential for tourism providers, local authorities approach the Museum regarding in particular accommodation. The Destination promotion. Management Plan indicates that a previous visit to the area was the most influential source of TripAdvisor is important and growing in use as a information in persuading visitors to come to Dorset, source of information. The combination of what followed by information from friends and online. is available and visitors’ experience of the offer First-time visitors rely on information from friends, emphasises the connection between visitor care, family, online and tour operators. experience and information. Only 15% of the respondents to the Dorset Arts Trust Survey use Official destination websites and guides seem TripAdvisor.48 Most of the respondents use the to play only a modest role in providing pre-trip local Tourist Information Centres to promote to information. When planning a visit to Dorset, most visitors49. Across Dorset the provision of information people know where they want to go and search for centres has been or is under review due to budget information on those specific places. Around a fifth reductions. As raised at one of the Dorset Arts Trust look for general information on Dorset to help them workshops, a better understanding of exactly why decide where to stay and visit.43 A lack of recent data and how visitors make their choices to visit Dorset in understanding how visitors find out about Dorset and then to do certain activities is needed. is a challenge. Current understanding is based on information published in 2009. A further challenge to be addressed is the timing of the availability of information from the culture Getting to Dorset and how people move round sector to tourism promoters. the county once here is also relevant to visitor information. Most visitors travel to Dorset by car. However, when the latest information was published in 2009, organised coach tours were increasing.44 Once in the county, less than half use a car to get around, and almost a quarter travel on foot or by bike.45 However more recent data is required to understand the current situation.

46 Interview with Director Tank Museum 12 June and 24 July 2014 43 Dorset Destination Management Plan Final Draft 10 July 2014 p9 quoting Dorset Visitor Survey 2009. www.creativedorset.co.uk/dorset-cultural-tourism-network/ 47 ibid

44 Dorset Destination Management Plan Evidence Base p24 48 Culture and tourism consultation summary, Dorset Arts Trust June 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/ www.creativedorset.co.uk/dorset-cultural-tourism-network/

45 ibid p24 49 ibid

22 Dorset Culture and Tourism Action Plan 2015–2018

How? Phase Two Preparing a Destination Marketing Plan and (October 2016 - September 2018) developing a Visitor Information Plan for Dorset Action: are top priorities for the Destination Management 1. Implement visitor information improvements and Organisation Board. The Destination Management monitor impact through visitor feedback. Plan recommends this is a collaborative Dorset-wide activity so that a comprehensive and cost effective service is provided.50 Well-trained and informed 2.2 Culture Campaigns tourism business staff and local ambassadors are part of the approach. The time frame and process to develop these plans is to be determined. The Why? following actions develop joint marketing and visitor Discussions with Creative Scotland and information work between culture and tourism to EventScotland about the impact of the year-long improve existing visitor information in anticipation themed campaigns52 suggest that Dorset should of the Destination Marketing Plan and Visitor consider developing a similar programme focused Information Plan. on culture themes. The benefits of a year-long campaign are in providing a platform for a wide range of culture, creative, heritage and landscape businesses and organisations to deliver products and Phase One services relevant to their business as part of a single (April 2015 - September 2016) theme, and at a scale appropriate to their resources. The sectors work together to agree target audiences Action: and campaign messages. This also enables 1. Map and review current culture content, across developing a shared understanding, partnerships different local authority media, understand and new ideas for joint work. timescales, and understand the role and impact of different media. Link this to developing CultureDorset with Dorset Arts Trust and the How? Visit Dorset Partnership51 leading a consultative The programme of campaigns should form part of workshop with culture, heritage, landscape the Destination Marketing Plan development. businesses and organisations and the local authority tourism promoters. The output of the workshop will be short, medium and long term Phase Two actions to improve visitor information. (October 2016 - September 2018)

Potentially one workshop may not clarify and Action: resolve all issues. In this case a culture and 1. Identify potential campaign themes. Building tourism project group should be set up to identify on Phase One CultureDorset and visitor the action needed and report back to the wider information work, Dorset Arts Trust should lead group. a consultative workshop with culture, creative, heritage, landscape and tourism businesses and 2. Explore with Bournemouth University the organisations. Campaign theme options should be potential to further develop the Digital tested for likely impact before a final programme Destinations programme. is agreed.

50 Dorset Destination Management Plan Final Draft 10 July 2014 p27 quoting Dorset Visitor Survey 2009. www.creativedorset.co.uk/dorset-cultural-tourism-network/ 52 www.visitscotland.org/business_support/advicelink/year_of_creative_toolkit.aspx 51 The Visit Dorset Tourism Partnership is the local authorities in West Dorset, www.visitscotland.org/about_us/our_focus/the_winning_years.aspx Purbeck, Christchurch and East Dorset.

23 Dorset Culture and Tourism Action Plan 2015–2018

suggests that Bournemouth’s non-peak season offer should look at activities such as walking and cycling Programme 3 and position the town as ‘an easily accessible base for the surrounding area’ with a revised year round CultureDorset events strategy and drawing on the town’s origins as a Health resort. 3.1 CultureDorset How? The consultation did not offer suggestions as to Why? how this might be approached or structured and the A clear, year-round and effectively promoted culture culture sector is familiar with the challenges and offer is a priority for tourism and culture. A key resources needed to run a relevant and sustainable message from the consultation was that a lack of event diary. accessible and joined-up information on what to do/events is a source of frustration and a barrier to A focus on place, as in Sherborne, is one approach understanding and promoting culture for tourism that could be learnt from. In addition to the main businesses. This was as much about not knowing what cultural attractions of the Abbey, the two Sherborne is available as gaps in provision. Cultural businesses Castles and the town itself, the Sherborne Tourism and organisations sought a joined-up year round Forum has worked hard on a minimal budget to promotion of places, activities and events that would expand and promote the visitor offer. In addition support increasing visitor numbers and spend. to a self-financing town guide, the Forum produces itineraries including houses, gardens, literary A strong and integrated cultural offer should also associations etc. for one, two and three day visits speak to the visitor’s search for authenticity and a centred on Sherborne which are sent to coach destination’s need for distinctiveness, to stand out tour companies and distributed by the TIC. Smaller from the opposition. The starting point is to build on attractions in the town have produced a trail leaflet the strengths and quality of existing cultural activity. to draw visitors beyond the town centre. A literary festival and an international film festival, both in ‘In consumers’ continued search for meaning in their lives, October, have been started in order to develop the the trend for authenticity has been identified to refer to later autumn season. The Forum is actively promoting the search for something real, original or authentic. This Sherborne to travel writers and has welcomed can be in a product, a service or an experience, as well as national and international journalists and bloggers. looking for a sense of it within themselves.’53 Learning from Cornwall Cultural Destinations Being ‘rooted in the place’ also contributes to programme suggests an approach based on authenticity and a real experience. This is not only for ‘something interesting round every corner’, which visitors but also how the people and communities of a enables a broad engagement with cultural place experience tourism. businesses, organisations and local events. Experience in Cumbria suggests that a countywide year-round The focus should be on bringing the culture and offer needs to make sense at local/organisational tourism sectors together, rationalising timing, and level to ensure buy in. Cumbria Cultural Destinations linking with wider ‘cultural’ offers e.g. food and health programme has tackled this by identifying six core and well-being activities. It should also take account arts partners with a strong commitment and history of recent research such as the National Coastal of tourism involvement, but no links are planned with Tourism Academy’s Shoulder Season Snapshot.54 This the broader cultural sector. We advocate a broad and inclusive approach to the Dorset cultural offer to enable a wide range of organisations included 53 Culture and Heritage Topic Profile, p14, VisitBritain 2010 in the Destination Management Plan’s definition of 54 Shoulder Season Snapshot 2014, National Coastal Tourism Academy http://coastaltourismacademy.co.uk/uploads/Shoulder_Season_snapshot.pdf p3

24 Dorset Culture and Tourism Action Plan 2015–2018

culture55 and individual practitioners to contribute to Phase Two an overall cultural offer at a level that is sustainable (October 2016 - September 2018) for them. Place-based culture offer The Culture and Tourism Network develops at least Developing a year-round culture offer also provides two local town or district cultural offers. This may also an opportunity to consider current culture festival involve the relevant Business Improvement District timings and cycle. and existing/emerging local cultural groups/networks.

The Dorset Local Enterprise Partnership funded Themed culture offer research for the Visual Arts Marketplace Development Dorset in art and artists provides one potential project will map the current visual arts infrastructure, theme e.g. linking initiatives led by Dorset AONB who there is, what they do, where and when - Drawing Inspiration, the Dorset History Centre permanent, regular and temporary events and – Artist Archives, Dorset County Museum’s art activities take place. The project’s findings will feed gallery development, and Big Picture’s Visual Arts into CultureDorset. Marketplace Development project for the visual arts. Seasons linked to Dorset’s landscape and Achieving a year round cultural offer is a substantial environment and Health and Wellbeing are further piece of work and should have built into the process potential themes. Consideration of themed offers a means to review, develop and refresh the offer in should be linked to the development of Culture response to visitors. Campaigns.

This is a critical programme for the success of culture and tourism development in Dorset and should drive 3.2 Products and Packages the initial development of Culture Welcome, Clear Information and Infrastructure and Research. Why? National56 and local57 tourism research indicates that visitors are increasingly interested in and take Phase One up niche products and packages. This ranges from (April 2015 - September 2016) an interest in health and wellbeing activities to music festivals, special events such as Tankfest58 Action: and personalised itineraries that combine a range of 1. Identifying the cultural offer. Dorset Arts Trust interests. Short breaks are a growing market.59 leads a series of consultative workshops, involving culture, landscape, heritage and tourism businesses How? and organisations across Dorset, Bournemouth and Building on the CultureDorset work, research into Poole to initiate a discussion on how the offer is to visitor interest and demand and the Culture and be identified, including gaps. This also develops the Tourism Network, develop and test products and Culture and Tourism Network, and identifies visitor packages based on visitor interest and demand. Ideas welcome and information needs. More than one from the Cultural Destinations bid can be re-visited series of workshops may be required. as part of development. 2. Research options for development based on the workshops. This is a Phase Two (October 2016 - September 3. Options are tested and revised with the tourism 2018) activity. associations, promoters and visitors; and

4. CultureDorset is launched at an event bringing the 56 Culture and Heritage Topic Profile p14, VisitBritain 2010 culture and tourism sectors together to promote www.visitbritain.org/insightsandstatistics/topics/cultureheritage/ the offer and the Culture and Tourism Network. 57 National Coastal Tourism Academy (2014) Shoulder Season Snapshot http://coastaltourismacademy.co.uk/uploads/Shoulder_Season_snapshot.pdf

58 http://www.tankmuseum.org/whats-on/events/bovevt37899

59 VisitEngland (2014) Domestic Leisure Tourism Trends for the 55 Dorset Destination Management Plan Final Draft 10 July 2014 p35 Next Decade VisitEngland p15 www.creativedorset.co.uk/dorset-cultural-tourism-network/ www.visitengland.org/insight-statistics/market-research/future_trends/

25 Dorset Culture and Tourism Action Plan 2015–2018

already complex landscape of organisations and networks more confusing. So the network should Programme 4 communicate through the many active tourism and culture channels and e-lists. It must have a clear Infrastructure purpose and the partnerships built should be long term not short. Most crucially, it should focus on and Research action and not meetings.

4.1 Culture and Tourism How? Drawing on messages from the plan consultation, Network the network will be formed following these principles: Why? Bringing the culture and tourism sectors into a long- • Membership is open to organisations and term working partnership is critical to the success businesses of all sizes, including local authorities, of this plan – without this, the effectiveness of other and individuals, from the broad culture and actions will be limited at best. Currently there is tourism sectors; no countywide means of communication between culture and tourism, although there is successful • The network is likely to start small, with those who networking between the two sectors in localised have already identified culture and tourism as key areas, for example Shaftesbury, Sherborne and Lyme to building their business and their tourism offer; Regis among others. • The network will work through consultative Consultation for this plan60 shows that the culture workshops, leading to agreement on detailed and tourism sectors both welcome closer working actions and buy-in; and there is support for Dorset Arts Trust’s lead as a neutral body, i.e. non local authority. The tourism • Any network business will be conducted at or sector say that closer working would help them combined with workshops/training which are understand the cultural offer and communicate valued by and of benefit to network members; effectively with the cultural sector. Both sectors agree that a network would help stimulate • The network will be light touch, working with partnership working between the sectors and existing structures and communicating through reduce isolated working. A single voice for culture existing tourism and culture e-lists; and tourism is widely welcomed, including by the local authorities and the Destination Management • Different actions will be managed by the whole Organisation. The consultation was also clear that network or delegated time-limited project groups adding to the existing plethora of groups was not as appropriate. For example, the full membership needed. The challenge is to develop an effective should deal with strategic decisions/actions, network as means of communication – real and project groups might be formed around activity in virtual – and delivery. localities/towns, a particular artform (e.g. festivals, visual arts) or campaign. Important messages61 are that a network should work with existing tourism associations and bodies Experience with Dorset Arts Trust is that building and with the Destination Management Organisation. a network, maintaining momentum and delivering It should avoid duplication and making an effective activity can only be sustained with paid, knowledgeable co-ordination.

60 Culture and Tourism consultation summary, Dorset Arts Trust June 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/

61 ibid

26 Dorset Culture and Tourism Action Plan 2015–2018

Phase One 4.2 Research (April 2015 - September 2016) Action: Why? 1. Integrate network development into consultation and workshops to develop action plan delivery as Robust research and intelligence are essential for appropriate. guiding effective action, providing evidence of impact and measuring success in achieving targets. 2. Confirm with e-list holders from the consultation The consultation for this Action Plan indicated that process that they are willing to circulate although a number of Dorset Arts Trust organisations information on network activity and training to and museums in the County are collecting core their members. visitor data as part of the Arts Council’s Audience Finder programme, few know whether their audience 3. Circulate an email update via e-list partners or participants are visitors to Dorset.62 announcing the network formation and first workshops/meeting. This needs to be overcome in order for them to contribute to establishing a baseline of visitors 4. Develop a communications strategy covering to Dorset who visit/participate in culture and to advocacy, external and internal communication, measure increased take-up by visitors. including developing the message, routes to the different audiences, frequency of updates and A small number of Dorset Arts Trust members collect resourcing, and share with network membership audience data on an ongoing basis and one or two for agreement. undertake economic impact research periodically, but limited staff resource prevents wider or more 5. Use the models of successful cross-sectoral frequent surveys. local tourism associations to encourage Culture and Tourism Network members to initiate the Larger museums from Dorset are delivering the formation of groups where none exist, and Arts Council England/South West Museum Visitor support the development of practical culture and Focus that is producing detailed demographic data tourism partnerships through them. and visitor/community profiling. Several cultural organisations which contributed to the Maritime Mix cultural programme for the Olympics in 2012 Phase Two carried out visitor satisfaction and economic impact (October 2016 - September 2018) research.63 A robust and sustainable methodology in terms of cost and organisational capacity is required Action: that can be used consistently across a range of 1. Share actions and successes from Phase One organisations. with wider potential membership, through e-newsletters and existing tourism The Destination Management Plan research drew conferences/forums. together a useful evidence base including summary tourism and visitor data from national, regional 2. Share initiatives and good practice at a half- and local sources.64 It shows that tourism research day workshop aimed at local tourism groups/ carried out by the Dorset local authorities is associations. fragmented, uneven and often out of date.

62 Culture and Tourism consultation summary, Dorset Arts Trust June 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/

63 Maritime Mix legacy reports www.dorsetforyou.com/410264

64 Dorset Destination Management Plan Evidence Base www.creativedorset.co.uk/dorset-cultural-tourism-network/

27 Dorset Culture and Tourism Action Plan 2015–2018

This primary research resource is not widely Information and training for the culture and tourism known among culture and tourism organisations sectors about existing data sources and how to and businesses, who may also be hindered by lack interpret them would provide them with additional of time and confidence to interpret the data. The means to make strategic decisions about business briefing sheet, Dorset Culture and Tourism Facts, development for their own organisation. A briefing Dorset Arts Trust Sept 201465, produced as part of sheet summarizing national and local data sources the culture and tourism development work, aims to and the intelligence they offer has been prepared as start bridging that gap. part of Action Plan development67.

More generally there is a need to develop a shared Supporting understanding research agenda and to collect data that translates Dorset has a good number and range of healthy across the culture and tourism sector. cultural organisations, most of which are relatively small and lean. It is important that the culture and tourism sectors understand their position in How? a Dorset context and in a wider national context This Plan proposes using evidence and metrics in order to appraise objectively the strengths and in three ways: weaknesses of their joint offer. This will enable current expectations and achievable targets to be Informing decision making framed starting from where we are now, and longer It is important that culture and tourism questions term ambitions for development to be set. are integrated into future data collection by the local authority tourism bodies. This makes best use It is important that culture organisations carry out of research studies that are already happening and ongoing research aligned with data collection for which the culture sector could not undertake alone, Audience Finder in order to establish change over and cements culture’s role in tourism development time. The research questions need to be devised in Dorset. This research will provide strategic data and valued by the organisations themselves, and to enable Action Plan priorities to be refocused and delivered through a light touch but robust research to guide the programming decisions of individual methodology suitable for the staff/volunteers of organisations. small organisations, and for both building-based and outdoor/non ticketed events. Digital technology The National Coastal Tourism Academy’s research is worth considering as a research methodology programme provides valuable additional which is attractive to audiences and simple to use; intelligence and insight including research into the It is a means of achieving a high response rate shoulder and non-peak season offer66 and the visitor and gathering feedback not only on the cultural journey. Bournemouth University’s Academic Tourism experience but the whole evening out – welcome, Group offers the potential to explore opportunities places to eat, venue etc68. for long-term research and academic work which will help guide the shaping of new approaches to Dorset’s culture and tourism offer. Current research projects include developing a framework for assessing major events (FAME) and its practical application to programming for different audiences at different times of year, and developing a way of measuring cultural impacts via social media.

65 Dorset Culture and Tourism Facts, Dorset Arts Trust Sept 2014 www.creativedorset.co.uk/dorset-cultural-tourism-network/ 67 National and Local Tourism Data Sources, Dorset Arts Trust 2014

66 http://coastaltourismacademy.co.uk/research/article/shoulder-season-action- 68 www.artsprofessional.co.uk/magazine/277/article/seizing-moment?utm_ plan-for-bournemouth source=Weekly-Good-Reads&utm_medium=email&utm_content=Seizing-the- moment&utm_campaign=25th-September-2014

28 Dorset Culture and Tourism Action Plan 2015–2018

Researching the impact 4. Continue the close relationship with the National The same data collected by the local authority Coastal Tourism Academy and draw lessons tourism bodies and by culture and tourism from its current and future research work, with organisations to inform decision-making, when particular reference to Culture Welcome, collected over time and compared to regional and Clear Information and CultureDorset. national statistics, can also be used to monitor the difference being achieved by Action Plan 5. Discuss with Bournemouth University Tourism programmes and by the Destination Management Academic Group strategic areas of research that Plan. This should provide a robust, light touch and could shape longer term culture and tourism cost effective solution. product and ambition, for example the landscape laboratory initiative, the Visual Arts Marketplace Performance indicators for the Action Plan outcomes Development project, the economic impact will be developed as part of a detailed delivery plan of landscape, Sherborne House and the Frink for Phase One of the Action Plan. collection.

Phase One Phase Two (April 2015 - September 2016) (October 2016 - September 2018)

Action: Action: 1. Initiate or encourage continuing collection 1. Review Phase One activity against the agreed of postcode, age and e-mail/e-list opt-in data performance indicators and decide on changes through an introductory workshop for cultural to performance indicators for Phase Two. organisations which are keen to develop visitor audiences, led by the Audience Agency with Dorset 2. Work with the Destination Management Arts Trust. This will create a robust baseline of Organisation to integrate into its research studies visitors accessing cultural programmes. A follow- specific questions about the contribution of up workshop after 12 months data collection will Dorset’s cultural businesses and organisations to share the findings with the culture and tourism extending average length of stay and increasing sectors. average spend.

2. Identify standard questions, in consultation with 3. Review the findings and viability of ongoing the Destination Management Organisation and research by culture organisations to better local authority tourism bodies and how these understand visitor experience and behaviour, and can be integrated into future countywide visitor refine research questions and methodology. surveys. These should include the role of culture in visitors’ motivation to visit and its impact on their stay, whether they attended cultural events and how they found out about the cultural offer.

3. Devise a set of questions and a robust and effective methodology, cross-referencing with the Culture Welcome programme, to enable cultural organisations simply and cost effectively to collect the best quality and quantity of visitor feedback on their whole cultural experience – event, venue, staff, town.

29

Dorset Culture and Tourism Action Plan 2015–2018 The Visitor Journey See things from the visitor’s perspective Appendix 1

At Home

Outcome Awareness Research Decision and Booking Pre visit planning

Visitors are Cultural offer is linked Cultural offer is linked Tourism providers Tourism providers welcomed with range of interests with range of interests know and value the know and value the / activities / ages / / activities / ages / cultural offer cultural offer visitor groupings visitor groupings Visitors share their Visitors are welcomed Accessible language See things from the experience by cultural providers and content of initial visitor perspective who know and value information sources the wider culture and Accessible content tourism offer Visitors share their and language of experience information sources Visitors share their experience Visitors share their experience

In Dorset

Outcome Arrival Holiday Leaving

Visitors are Tourism providers Cultural offer is linked with range of Visitors are given warm welcomed know and value the interests / activities / ages / visitor farewell cultural offer groupings Follow up (did you enjoy it?) Visitors share their Visitors are welcomed by cultural experience providers who know and value the Visitors share their experience wider culture and tourism offer

Tourism providers know and value the cultural offer

Visitors share their experience

Back Home

Outcome Unpacking Recollection and What next?

Visitors are Sustained farewell Continuing the relationship (We hope you enjoyed your stay) welcomed Follow up (We care what you think - did you enjoy it?) Linked to future communications / e-list Linked to future communications / e-list Visitors share their experience Information/Gifts as reminders Visitors share their experience

31 Dorset Culture and Tourism Action Plan 2015–2018

Appendix 1: The Visitor Journey - See things from the visitor’s perspective (continued)

At Home

Outcome Awareness Research Decision and Booking Pre visit planning

Visitors are Cultural offer is Cultural offer is Ease of booking Cultural offer is provided with integrated into Dorset integrated into Dorset integrated into Dorset offer in all relevant offer in all relevant Tourism providers offer in all relevant clear information media media know and value the media cultural offer New visitors receive New visitors receive Tourism providers good word of mouth good word of mouth know and value the cultural offer Clear branding Clear branding Cultural providers Content, language Content, language know and value the and presentation of and presentation of wider tourism offer information sources is information sources is broad and accessible broad and accessible Up to date information Timing of information Timing of information

In Dorset

Outcome Arrival Holiday Leaving

Visitors are Cultural offer is integrated Cultural offer is integrated Signed up for future provided with into Dorset offer in all relevant into Dorset offer in all relevant communication media – at accommodation, media – online and locally clear information online and locally Information/gifts as reminders Tourism providers know and Tourism providers know and value the cultural offer Visitors share their experience value the cultural offer Cultural providers know and Visitors share their experience value the wider tourism offer

Visitors share their experience

Back Home

Outcome Unpacking Recollection and What next?

Visitors are Receive future communication Visitors share their experience provided with clear information Information/gifts as reminders Keeping in touch with future events/plans in Dorset Visitors share their experience Up to date information

32 Dorset Culture and Tourism Action Plan 2015–2018

Appendix 1: The Visitor Journey - See things from the visitor’s perspective (continued)

At Home

Outcome Awareness Research Decision and Booking Pre visit planning

A year round offer Dorset has something Information one A good range of Information one click cultural happening click away events for any holiday away wherever and dates whenever the holiday A good range of A good range of events for any holiday Ease of booking events for any holiday Campaigns and dates dates packages aimed at particular visitor Ease of booking groupings An identifiable Knowing who visitors increase in are, motivation to visit; what determines audiences and length of visit; what participants who are they think about visitors to Dorset Dorset and what they do once here

In Dorset

Outcome Arrival Holiday Leaving

A year round offer Information linked to transport Information at places around Departing visitors are Dorset connected with rest of year Information at campsite; hotel; round offer B&B; friends’ / relatives’ home Information online; Trip Advisor Something to take home Information online; Trip Advisor - a Dorset gift to remember experience An identifiable Knowing who visitors are, increase in audiences motivation to visit; what determines length of visit; what and participants who they think about Dorset and what are visitors to Dorset they do once here

Back Home

Outcome Unpacking Recollection and What next?

A year round offer A Dorset gift/programme/images Event dates and broad event description are published in national/international promotion

Visitors receive detailed information direct by email An identifiable increase in Knowing who visitors are, motivation to audiences and participants visit; what determines length of visit; what they think about Dorset and what who are visitors to Dorset they do once here

33 Dorset Culture and Tourism Action Plan 2015–2018 Action Plan Timetable Appendix 2

2016- 2015 2016 Progamme: 1. Culture Welcome 2018 Jan- April- July - Oct - Jan- April- July- Oct 16- Action March June Sept Dec March June Sept Sept 18 Consultative workshop to explore extending NCTA 1.1 training and development across culture/heritage 1.2 Welcome Host training for Dorset Arts Trust members Launch Culture Welcome through workshop/training 1.3 event programme Explore links between culture and tourism traineeships 1.4 and Apprenticeships Identify business development needs that can be met 1.5 by Dorset Growth Hub Evaluate Culture Welcome impact on visitor’s 1.6 experience Develop new training initiatives in response to 1.7 Clear Information, CultureDorset and the Culture and Tourism Network

2016- 2015 2016 Progamme: 2. Clear Information 2018 Jan- April- July - Oct - Jan- April- July- Oct 16- Action March June Sept Dec March June Sept Sept 18 Map and review current culture content, media used 2.1 timescales and impact across the local authorities. Recommend action to improve visitor information. Explore with Bournemouth University the potential 2.2 to further develop Digital Destinations. Implement visitor information improvements and 2.3 monitor impact Culture Campaigns- identify potential themes building 2.4 on CultureDorset; test for impact; programme delivery

34 Dorset Culture and Tourism Action Plan 2015–2018

Appendix 2: Action Plan Timetable (Continued)

2016- 2015 2016 Progamme: 3. CultureDorset 2018 Jan- April- July - Oct - Jan- April- July- Oct 16- Action March June Sept Dec March June Sept Sept 18 Identify the culture offer through a series of consultative 3.1 workshops 3.2 Research and identify options based on the workshop Options tested with tourism businesses, promoters 3.3 and visitors 3.4 Launch CultureDorset 3.5 Develop place-based culture offer 3.6 Develop themed culture offer Develop targeted products and packages based on 3.7 visitor demand

2016- 2015 2016 Progamme: 4. Infrastructure and Research 2018 Jan- April- July - Oct - Jan- April- July- Oct 16- Action March June Sept Dec March June Sept Sept 18 Integrate Culture and Tourism Network development into 4.1 action plan workshops Develop network e-list based on Action Plan contacts 4.2 and consultees Set up e-launch of the network and promote action plan 4.3 workshops 4.4 Develop communications strategy for culture and tourism Use models of successful cross-sectoral tourism 4.5 associations to promote development of practical culture and tourism partnerships Share action and impact of Phase One through e-news 4.6 and existing meetings Share good practice through workshops aimed at local 4.7 tourism groups/associations Set up baseline data for visitors to Dorset engaging 4.8 with culture Identify standard culture questions for use in local 4.9 authority data collection Develop methodology linked to Culture Welcome for 4.10 culture organisations to collect visitor information on their whole experience 4.11 Work with NCTA to share and develop visitor research Work with Bournemouth University to share and develop 4.12 visitor research Review activity against the agreed performance 4.13 indicators Work with the DMO to integrate impact of culture on 4.14 visitors stay and spend research Review and improve culture organisations research 4.15 on visitor behaviour and experience

35 Dorset Culture and Tourism Action Plan 2015–2018 Culture and Tourism Who’s Who

Appendix 3

The Dorset Local Enterprise Partnership (Dorset LEP) Dorset Arts Trust (DAT) is a collaboration of key was set up to develop and promote the local arts providers which brings together over 80 economy. It invests government money in priority organisations and individuals across Dorset, Poole industry sectors across the county to boost business, and Bournemouth. The organisations work together create new jobs and to develop the county’s through six outcome hubs - Children & Young infrastructure in order to promote growth. It covers People, Health, Economy, Environment, Access & Dorset, Bournemouth and Poole and is driven by Participation, and Stronger Organisations - which the private sector with local authority support. Its reflect the priorities of both Arts Council England Strategic Economic Plan 2014-2021, Transforming and the county’s local authorities. These hubs have Dorset, identifies the importance of tourism as a key built critical mass and new partnerships both within area for renewal and investment. the sector and with external bodies to open up new avenues of partnership funding and deliver great art The Dorset Destination Management Organisation through collaborative effort. Dorset Arts Trust and (Dorset DMO) has recently been formed with the Dorset County Council are joint commissioners of support of the Dorset LEP to lead the co-ordinated the Culture and Tourism Action Plan. development of tourism across Bournemouth, Dorset and Poole. Its Board comprises representatives of Dorset County Council Arts Team has led the strategic the public and private sectors, local associations, development of culture and tourism within the attractions, ports and airports, culture and the Dorset DMO and Destination Management Plan. It environment. The Destination Management Plan has supported the development of DAT and is joint 2014-2018 provides the aim, vision, and strategic commissioner of the Culture and Tourism Action objectives with priority action areas for increasing Plan. In April 2015, Dorset County Arts Team will the profile and positive impact of tourism in Dorset. become an independent external provider of arts development services with a new name, the Arts The Culture and Tourism Working Group is a sub Development Company CIC. The CIC will have a key group of the Dorset Destination Management Board role in the initial delivery and management of the which ensures an integrated countywide approach Culture and Tourism Action Plan as well as a place to culture and tourism development. It will oversee on the Dorset DMO Board and the Culture and the delivery of the Culture and Tourism Action Plan Tourism Working Group on behalf of the on behalf of the Dorset DMO Board. Its members County Council. are National Coastal Tourism Academy, culture and tourism officers of Bournemouth Borough Council, Dorset County Council, Borough of Poole and West Dorset District Council, Dorset Area of Outstanding Natural Beauty, Bournemouth University, Jurassic Coast and Dorset Arts Trust

36 Dorset Culture and Tourism Action Plan 2015–2018 Further Information

Please find further information at The Dorset Culture and Tourism Action Plan www.creativedorset.co.uk/dorset-cultural- has been developed and funded by: tourism-network/:

• The Culture and Tourism Action Plan and a summary of consultation findings • The Dorset Destination Management Plan

• The Destination Management Plan Evidence Base including a more detailed visitor profile “Telling the culture story with clear For more information and to get involved, please contact [email protected]. information in appropriate formats and language is essential for visitors, [and] for tourism providers.”

Photo Credits: Front cover: The White Hare, Sarah Butterworth, part of ‘Ridgeway Responses’ - South Dorset Ridgeway (Inside Out Dorset 2014 -Activate) Photo: Tony Gill P3: The Bell, Periplum, Blandford Forum (Inside Out Dorset 2014 - Activate) Photo: Paul Hampartsoumian P19: East Cliffs, Dorset. Photo: Steve Belasco/jurassicphotographic.com P 30: The Art Confessional, Gobbledegook Theatre, Portland (b-side Festival 2014) Photo: Pete Millson

37