DRAFT TOURISM STRATEGY CONTENTS 1. Introduction 2. The Borough Council and Tourism 3. Tourism and The Wider Context 4. Tourism and Regeneration/ Economic and Social Impact 5. Halton’s Tourism and Accommodation Product 6. S.W.O.T Analysis 7. Marketing and Information 8. The Tourist Information Centre 9. I.C.T. Developments Action Plan based on recommendations 1 DRAFT TOURISM STRATEGY 1. INTRODUCTION The Tourism and Promotion Unit was set up in April 1998, following Local Government Review. Since that time staff have worked in partnership with the many organisations that go to make up the tourism industry, both locally and regionally, to market the area, support the industry, provide information, and to develop an increasingly varied programme of events. The opportunities for future development are numerous and there is now a need to develop an action plan which recognises the current position, addresses the gaps in provision and identifies a way forward through a series of agreed and recommended actions. The Tourism Industry is a fragmented business but the Tourism and Promotion Unit and the Council, have a definite role to play in co-ordinating, promoting, directly providing, supporting and regulating the industry in partnership with a range of voluntary, private and public agencies. Is Tourism development appropriate for Halton Borough Council? The Council’s five main priorities of enhancing life chances and employment, improving health, promoting urban renewal, ensuring safe and attractive neighbourhoods and tackling poverty and deprivation have to be reflected in tourism development for the Borough Council to continue to fund the service. The strategy does reflect the role that tourism development plays in supporting those prorities. Tourism is a non-statutory service but the Council does invest capital in buildings and revenue support for marketing, information, management and events. All of which provides benefits for the local community but also creates the opportunity to attract visitors. Although Halton is not a known tourist destination, the Borough does have some quality product, is a key location for access to other destinations and has a regeneration agenda, which works hand in hand with tourism development. Tourism is an ever–growing industry with the ability to generate economic, social, environmental and educational benefits for visitors and Borough residents. It can provide enhanced job opportunities, improved cultural and leisure facilities, improved local environment and heritage and educational opportunities. Tourism also helps to attract inward investment; it supports local industries and traditions and enhances the image of the area to visitors and the local community, helping to engender a sense of pride in the Borough. THE PURPOSE OF THE STRATEGY The purpose of the strategy is to: • gain corporate council-wide commitment for the further development of Tourism in Halton • highlight the key issues and opportunities for tourism development in Halton and outline the proposed objectives 2 • provide a framework for action involving local and regional tourism partners • identify key priorities for tourism marketing, product and infrastructure development, employment and skills training and partnership working 2. TOURISM and BOROUGH COUNCIL PARTNERSHIP WORKING Tourism is not a stand-alone industry. Its success relies on a range of external partners and internally, on all of the Council departments who need to have the inclination to help to deliver a total tourism product. • Environment & Development Economic Development and Regeneration – a key partner in tourism development by regenerating town centres and overseeing a range of key infrastructure developments. Highways and Transportation - provide access around the Borough and sign posting for attractions. Town Planning – development of the Unitary Development Plan and planning permission. • Education & Social Inclusion Educational opportunities linked to the curriculum and Life long Learning experiences through the museums and countryside attractions and cultural tourism events. Direct provision through leisure and cultural services, including the Tourist Information Centre • Neighbourhood Services Landscape Architecture and grounds maintenance – shaping the natural environment Street cleaning – contributing to the image of the area Town Centre Management – communication and co-ordination with the private sector, animating town centres areas and making them attractive to visitors • Resources and Corporate Services Information and Communication Technology developments and Corporate Communications – providing information to the media and the public and promoting the image and profile of the area • Social Care, Housing and Health Tourism provides opportunities for healthier lifestyles, packaging and marketing and attracting people to walking, cycling, the waterways and other outdoor events • Chief Executives Strategic Planning and Policy development External and European Affairs – with access to European funding opportunities for Tourism businesses and Town Twinning links. The Borough Council has an important part to play in co-ordinating partnership working, but if it is to deliver benefits to its partners it must first ensure that there is an effective tourism partnership within its own departments. The Council has a direct influence on the quality of the tourism product and visitor management through signing, cleansing, traffic measures for major events, information, public relations, and through planning and economic development support for tourism development. 3 It is therefore suggested that: • the Council forms a cross-departmental Officers’ Tourism Group, with the endorsement of members and Chief Officers. Its remit being, to ensure internal liaison on matters affecting tourism and to respond effectively to issues that arise, in work with broader partnerships. TOURISM What is the definition of tourism? The World Tourism Organisation defines tourism as ‘the activities of persons travelling to and staying in places outside of their usual environment for leisure, business and other purposes.’ These include day trips, business conferences, visiting friends and relations. Tourism is clearly not just about going away on holiday. 3. THE WIDER PICTURE: THE NATIONAL & REGIONAL CONTEXT FOR TOURISM DEVELOPMENT Over the last 2years key national and regional strategies have been produced which provide the framework for the development of tourism. NATIONAL Department for Culture, Media & Sport (DCMS) The National Tourism Strategy for England ‘Tomorrow’s Tourism’ was produced by the DCMS and launched in February 1999. This strategy emphasises the important contribution made by Local Authorities to tourism development. These include; • an estimated investment of £75million per annum in the development and promotion of tourism • providing and managing most of the Tourist Information Centres • promoting services to SME’s • ensuring standards are raised • developing tourism through supporting local partnerships and membership of the Regional Tourist Boards The DCMS funds the British Tourist Authority and the English Tourism Council. The English Tourism Council (ETC) Following a review of funding by the DCMS, the English Tourist Board became the English Tourism Council. 4 The ETC produced ‘A Framework for Action’ in July 1999 that set out the role and remit for the new organisation. This included their transferring responsibility for the central co-ordination of the Tourism Information network to the Regional Tourist Boards. The role of the ETC is now to provide leadership and support in three areas: • improving the quality of the tourism experience • strengthening the competitiveness of the industry through advice, research and information • championing the value and interests of English Tourism, particularly social, economic and job creation benefits The ETC funds the Regional Tourist Boards to deliver the national tourism strategy ‘Tomorrow’s Tourism’ on a regional basis. REGIONAL North West Tourist Board (NWTB) Launched their ‘Sustaining Progress’ strategy for tourism in November 1999. This strategy was produced in collaboration with the industry, local authorities and the regional development agencies. It links to the national priorities identified within ‘Tomorrow’s Tourism’ . ‘Sustaining Progress’ highlights the actions that Local Authorities could undertake in support of sustainable tourism development. These include; • ongoing investment in the local environment and public infrastructure • working within, and supporting, destination marketing partnerships based on a recognisable, market led tourism destinations, avoiding duplication and achieving greater impact by working together • focussing support on growth tourism operations • maintaining funding for T.I.C operations and other visitor information services • developing opportunities for partnerships of authorities to bid for funding Their Strategy draws attention to the demographic trends that will affect tourism over the next 5- 10 years, including • an ageing population, with increases for all age groups over 45, and a considerable increase in retired and over-65 people • a greater number of families with young children • an increase in the number of school-age children • a substantial decrease in the number of 15-24 year olds NWTB also identify • growth in interest in environmentally sustainable tourism activities, such as walking and cycling • more interest in active leisure pursuits and holidays •