TOURISM ACTION PLAN 2015 TO 2020

CONTENTS Foreword 4 Targets 6 Executive summary 7 Tourism Action Plan for Leicester 10 Theme 1: Product 19 Theme 2: Place 29 Theme 3: Positioning 35 Theme 4: People 45 Cross-cutting issue intelligence 50 Appendix 1 52 Location 54 LEICESTER TOURISM ACTION PLAN 2015-2020

FOREWORD

Tourism is playing an increasingly important role in our city’s economy. It creates almost 7,000 jobs and in 2013 the value of tourism to Leicester was over £512 million up 6.1 per cent from the previous year.

Since the discovery of the body of King Richard III in 2012, we’ve seen a significant rise in interest in Leicester and in the number of visitors coming here. There is still much debate about Richard’s reign and he remains a controversial figure, the last in the Plantagenet dynasty and the last English monarch to die in battle. People have come from all over the world to explore his story in the city and the surrounding area. This interest in Leicester will grow further with the recent opening of the King Richard III Visitor Centre and after the king is reinterred in Leicester Cathedral in March 2015. We know that Leicester has the potential to become a primary tourist destination. It’s a city with a fascinating history and its own special character. The modern city is known for its diversity, with different communities coming together to create a unique and vibrant culture. This plan shows how we intend to realise the vision for tourism in Leicester, supporting the local industry to deliver sustainable growth and establish the city as an attractive destination for leisure and business visitors alike. Our Connecting Leicester programme is central to this vision. Over the past two years we have undertaken major work in the city centre to link our important heritage sites with the modern retail heart. This includes pedestrianisation, cycle routes, and the creation of more green space. We have also invested to improve accessibility in the city centre, with better signage, interpretation, lighting and transport facilities. An increase in tourism will bring enormous economic benefits Sir Peter Soulsby to Leicester, stimulating growth and creating more jobs for local City Mayor people. Working together we can turn this plan into reality.

4 Photograph: Leicester Mercury Leicester Photograph:

As a tourist destination Leicester offers a huge variety of attractions and events. Visitors can explore 2,000 years of history from Roman mosaics at Jewry Wall to the Victorian innovation of Abbey Pumping Station. The contrast between the historic and the ultra-modern is reflected in our many museums and entertainment venues. The city has an impressive retail and leisure offer ranging from value to premium brands with over 60 per cent being independent businesses. In just a five minute walk shoppers can move from the 800-year old Leicester Market through The Lanes to the gleaming John Lewis and other top retailers and eateries in Highcross. Independent restaurants and cafes offer a truly international choice of cuisine and thrive in The Lanes, the West End and along the Golden Mile. In just a five minute The lively music scene in the city offers something for all tastes in a range of different sized venues from The O2 Academy, walk shoppers can De Montfort Hall to the smaller, independent music venues. move from the Leicester is a city with a fantastic sporting heritage and we are a host 800-year old Leicester city for the Rugby World Cup 2015. Market through The An annual programme of diverse and exciting festivals and events includes Dave’s Leicester Comedy Festival and the huge Diwali Lanes to the gleaming celebrations in Belgrave. John Lewis and other Leicester’s diversity also brings us beautiful places of worship top retailers and and events that celebrate the many different faiths and cultures that eateries in Highcross. make the city so vibrant.

Councillor Piara Singh Clair Assistant Mayor for Culture, Leisure and Sport

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TARGETS

The 2013 value of tourism to Leicester and was £1.48 billion. This represents an increase of 6.2 per cent on the previous year and double the regional average growth over the same period. Over 29 million people visited Leicester and Leicestershire in 2013.

TOURISM Baseline Projected 2013 STEAM figures1 £78 million Value of tourism for Leicester increase by 2020 to £512 million £590 million

OVERNIGHT STAYS Number of Projected overnight stays 800,000 (including visiting friends and relatives) increase by 2020 to 4.4 million 5.2 million

TOURISM JOBS Number of tourism Projected jobs created and Increase of 1,087 jobs safeguarded by 2020 to 6,913 8,000

VISITORS Projected Number of visitors Increase of 4.1 million to Leicester visitors by 2020 to 9.5 million 13.6 million

1 Scarborough Tourism Economic Activity Monitor (STEAM) 2013

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EXECUTIVE SUMMARY

This Tourism Action Plan for the city sets out a vision whereby in 2020, Leicester will be firmly established as a primary tourism destination, a first choice for an increasing number of both leisure and business visitors, where tourism plays a central role in delivering sustained and sustainable growth in the city’s economy. A key focus of this action plan is to linked attractions with the city build on the once-in-a-lifetime and county. Strategic Context opportunity of the international To inform the development of The preparation of this Tourism recognition of the city generated by this action plan, an assessment Action Plan has also been guided the discovery of the remains of King was undertaken of the recent by the broader strategic priorities Richard III, the opening of a major performance of the Leicester and actions set out within the City new visitor attraction to tell the tourism industry and the main Mayor’s Economic Action Plan 2012 story of King Richard III and his challenges, changes and issues that to 2020 in particular: reinterment at Leicester Cathedral the industry is likely to face over in March 2015. These recent the next five to ten years. From 1. To deliver sustained and events add to the growing this analysis, we have been able to sustainable growth in the reputation of Leicester as a place to identify the key priorities and needs city’s economy visit and do business and provides a in order to realise the vision for fantastic platform to introduce 2. To increase the level of tourism in Leicester. A programme visitors to the whole range of inward investment attracted of action is proposed across four experiences offered by the city. strategic themes, which aim to into the city These include heritage, culture, address the local tourism industry’s 3. To create a strong identity canal and green spaces, sport, needs in a practical way. shopping, leisure, hospitality and and image for the city conference and event facilities. 4. To establish Leicester as an Attracting an increasing number of attractive destination visitors, students, events and companies to this truly 5. To build the confidence of cosmopolitan city to stay longer and the people in the city. spend more will help stimulate economic growth and create This Tourism Action Plan is aligned additional jobs. with Leicester’s Place Marketing Action Plan. It also complements the Furthermore, this action plan priorities and actions set out in the acknowledges that visitors do not Leicestershire Tourism Strategy and recognise boundaries. To maximise also the wider ambitions and longer the impact of tourism activity, we term direction set by the Leicester will deliver a seamless experience and Leicestershire Enterprise to visitors where the city and county Partnership (LLEP) in its Strategic offers are intrinsically linked. This Economic Plan (SEP)2 for the approach will also be followed with Leicester and Leicestershire other places in the UK that have Sub-region.

2 www.llep.org.uk/SEP

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This includes permanent, temporary Leicester, New Walk Museum, The importance and casual employment and self- a number of beautiful parks and of tourism employment opportunities. waterways, acclaimed sports teams, The sector is particularly important a varied retail sector, the 800-year Tourism makes an important and for providing job opportunities for old Leicester Market, the Golden growing contribution to the city of those trying to find their first steps Mile, cuisine from all corners of Leicester’s economy. It is a dynamic into employment, including school- the world, a vibrant programme and broadly-based sector which leavers, and young people or those of festivals and events, a lively has proved resilient through the unable to work full-time. music scene, the award-winning worst years of the recession. In Curve theatre, De Montfort Hall, 2013, tourism contributed over Attenborough Arts Centre and the £512 million to the city’s economy, Leicester as a Great Central Railway. generated by day visitors, staying tourists, people visiting friends tourist destination Leicester has recently gained or relatives and people coming To be successful in an increasingly worldwide publicity following to Leicester for work or business competitive market place, Leicester the discovery of the remains of purposes. The tourism sector must offer people a ‘visitor friendly’ King Richard III. This discovery also supported over 6,900 jobs destination with good transport has created an unprecedented in 2013, employed in hundreds links and accessibility, great value opportunity to raise the profile of city businesses that support for money, a wide range of quality of the City both nationally and tourism, ranging from suppliers to attractions, accommodation and internationally. The ambitious attractions, hotels, restaurants and experiences, a warm and genuine marketing programme will attract pubs to retail and cultural, sport and welcome and be physically many first-time national and heritage venues. attractive. Developing local international visitors to Leicester. distinctiveness will also broaden It has also provided a significant Tourism is also important for the offer to tourists and attract a platform to build on the City’s the city in terms of the range of wider audience. broader key tourism strengths in employment, career and business heritage, culture and diversity and opportunities it creates, whether Leicester has a wealth of attractions greatly enhances our ability to in customer service, hospitality, for visitors to experience and enjoy. attract new inward investment. food and drink, management, or the They include the National Space artistic and heritage professions. Centre, the 2,000 year Story of

Four strategic themes

Expanding the range of high quality and diverse visitor attractions, PRODUCT 1. accommodation, facilities and experiences in the city of Leicester

Ensuring the city’s infrastructure, public realm and public transport 2. PLACE services are of a quality standard and sufficiently integrated, accessible and efficient to support visitors’ needs

3. POSITIONING Positioning Leicester to distinguish it from its competitors

Investing in skills and training to improve customer service and 4. PEOPLE promoting tourism as a ‘first choice’ career or business opportunity

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Top 10 priorities The city will continue to work in 7. To support attractions and partnership with the county to A number of objectives have been tourism providers in appealing deliver a seamless experience to identified for each of the four to the day-trip and group visitors to maximise the economic strategic themes. For each of these travel markets and providing and social impact in the region of objectives, a number of action areas coach drop off, pick up and tourism activity. have been proposed. These are parking facilities detailed in the specific chapters in this action plan dealing with each 8. To deliver seamless offers of the strategic themes. Of these, and experiences across the city 10 priority action areas have been and county and beyond, where identified as the key areas of focus these offers are intrinsically for delivering the action plan in the linked and require a joined short to medium term. These are: up approach 9. To grow the business tourism 1. To maximise the opportunities market, through securing for overall tourism growth conferences, events and presented through the city’s product launches by promoting King Richard III story the range of venues and facilities in the city 2. To work with a wide range 10. To promote tourism as a of partners to identify and ‘first choice’ career for people address the gaps, range and in Leicester by investing in skills quality of the tourism product and training. in Leicester Growth targets In order to monitor the overall 3. To enhance the role of culture delivery of the action plan, the and heritage in tourism following high level targets from the 4. To improve the quality and Delivery Economic Action Plan 2010 - 2020 accessibility of the overall The existing working arrangements have been identified in Table 1. visitor destination experience within the city of Leicester that Further targets will be identified in to ensure the city is an easy, oversee the delivery of the city the Tourism Delivery Plan. safe, secure and welcoming Mayor’s Economic Action Plan place to visit – day and night Table 1. High level Leicester (2012 to 2020) will provide tourism targets for 2020 the framework within which 5. To develop a stronger the Tourism Action Plan will be and distinctive identity for delivered. This will ensure that the Leicester that captures the Value of tourism £590 Tourism Action Plan fits with the different character areas and for Leicester million city`s main economic priorities and the cosmopolitan vibrancy influence where public funds of the city and builds on its should be directed in supporting environmental reputation Number of the local economy. overnight stays 5.2 million 6. To focus efforts on (including visiting A Tourism Advisory Panel will be maximising economic impact friends and relatives) formed in Spring 2015 and key by increasing overnight stays partners in the tourism sector will and encouraging repeat visits be invited to join it. Number of visitors and extended leisure stays 13.6 million A Tourism Delivery Plan will be to Leicester through creating new developed from the action areas multi-venue experiences to within this plan. This will set out in champion the wide range of detail the specific programme of Jobs created and cultural, heritage and leisure actions to be implemented, those safeguarded by 8,000 experiences in the city involved in the delivery of these the tourism sector actions, resources and timescales.

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TOURISM ACTION PLAN FOR LEICESTER

The King Richard III story has see is easily available to all ages and Vision already impacted on the local cultures and packaged according to economy with the value of tourism the target audience. This Tourism Action rising in 2013 by 6.1 per cent on the Plan sets out a vision previous year against a target of The mediums for achieving this aim 3 per cent. The King Richard III will range from personal interface whereby in 2020, Visitor Centre has a robust with the knowledgeable advisers Leicester will be marketing strategy in place to in the Visit Leicester Information ensure the appeal is sustained Centre, printed leaflets and firmly established as through the ongoing development interpretation panels to websites, a primary tourism of the experience over the years. mobile phone apps and the use of QR codes. Identifying the different destination, a target audiences and routes to market will be important to securing first choice for an visitors from the group travel increasing number market, educational institutions, special interest groups and of both leisure and conference and event delegates. business visitors, The King Richard III story, sporting where tourism plays successes, the recognition gained a central role in through being selected as one of four candidate cities for UK delivering sustained city of culture 2017, the 2,000 and sustainable year Story of Leicester, the City’s ‘green’ credentials, as well as the growth in the growing reputation of the city as city’s economy. a place to do business and host conferences, provides a fantastic platform to introduce visitors to the whole range of experiences Approach offered by Leicester. Attracting The discovery of the remains of King The challenge the city faces in an increasing number of visitors, Richard III in a Leicester car park the forthcoming years is how students, events and companies in September 2012 resulted in an to increase visitor spend by to this truly cosmopolitan city, will unprecedented opportunity for the extending the depth of the overall help stimulate economic growth and city. Over 200,000 local, national city experience and securing create additional jobs. and international visitors flocked to overnight stays. The approach the exhibition, Richard III: Leicester’s will be to engage an ‘attract and Another key aim of this action plan Search for a King, in The Guildhall disperse’ strategy which will bring is to create a more coherent and and a major new visitor attraction, visitors into the city for a specific coordinated approach to tourism King Richard III: Dynasty, Death attraction or interest and then, by provision in the city. As an industry, and Discovery opened in July 2014. providing information on other tourism differs from many other The reburial of the remains of King experiences, persuade them to parts of the economy in that it has Richard III in Leicester Cathedral stay and enjoy themselves for little homogeneity. The businesses in March 2015 will complete the longer. Adopting a multi-channel that make up the industry vary in amazing story of King Richard IIII’s marketing approach will ensure size, provide a broad mix of services connection with Leicester. that information on what to do and and facilities, ranging from tourist

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attractions to hotels, bed and for providing job opportunities for Mayor’s Economic Action Plan 2012 breakfast and other accommodation those trying to find their first steps to 2020 for Leicester, in particular: providers, through the retail sector into employment, including school- to restaurants, cafes, bars , pubs leavers, young people or those and music venues, transport unable to work full-time. 1. To deliver sustained services and operators of sports and sustainable growth in the facilities, theatres and other cultural Appendix 1 provides a detailed city’s economy venues. The varied make-up of the assessment of the value of industry poses a real challenge to tourism. The latest research3 into 2. To increase the level of the search for a synergy between its the performance of the tourism inward investment attracted different services. industry indicates that in 2013, the into the city value of tourism to Leicester and 3. To create a strong identity Furthermore, this action plan Leicestershire was £1.481 billion and image for the city acknowledges that visitors do not with strong signs for future growth. recognise boundaries. We need to The economic impact of tourism in 4. To establish Leicester as an deliver seamless offers and Leicester in 2013 was £512 million, attractive destination experiences to visitors where the up from £483 million in the previous city and county offers are year – a 6.1 per cent increase. 5. To build the confidence of the intrinsically linked. This approach For Leicestershire, the economic people in the city. will be extended to include other impact value was £969 million, cities linked to attractions in the city compared to £913 million in 2011. and county. There were 29.45 million tourists This complements the priorities visiting Leicester and Leicestershire set out in the Place Marketing In preparing this action plan, an in 2013, which equates to 35.47 Action Plan for Leicester and assessment has been undertaken million tourist days. Tourism Leicestershire Tourism Strategy. of the recent performance of the supported over 20,400 jobs in It also supports the wider ambitions Leicester tourism industry and the Leicester and Leicestershire and longer term direction being set main challenges, changes and trends in 2013. by the Leicester and Leicestershire that the industry is likely to face Enterprise Partnership (LLEP) over the next five to ten years. A key aim of this Tourism Action in its Strategic Economic Plan From this analysis, it has been Plan for Leicester is to support the (SEP) for the Leicester and possible to identify the key priorities local tourism industry and lead Leicestershire Sub-region. In the and needs in order to realise the to more successful and profitable SEP, the LLEP considers tourism as vision for tourism in Leicester. businesses in the city, providing a “a major potential growth sector A number of priority action areas vital source of new jobs. Growing for Leicester in the coming years, are proposed across four strategic tourism in Leicester will also create particularly with the discovery of themes, which have been identified the potential ‘spin off’ of more local the remains of King Richard III.” in order to address the local tourism sourcing of supplies and services The LLEP identifies tourism and industry’s needs. helping other businesses and hospitality as a key growth sector in increasing money circulating in the sub-region and has prioritised the local economy. In some cases, the development of a sector tourism may help to support and growth plan in its SEP in order to Value of tourism sustain local facilities and services increase the share of employment, Tourism makes an important such as local shops and transport, drive up earnings and GVA and and growing contribution to culture, arts, heritage and sports improve survival and productivity of the economy in Leicester and facilities that might not survive if businesses within the tourism and Leicestershire. This is both in terms only reliant on local use. hospitality sector. of the amount of visitor spend in the city each year and the number and range of employment, career and business opportunities it offers, Strategic context including permanent, temporary The preparation of this Tourism and casual employment and Action Plan has also been guided self-employment opportunities. by the broader strategic priorities 3 Scarborough Tourism Economic Tourism is particularly important and actions set out within the city Activity Monitor (STEAM) 2013

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waste and conserve resources such tourism economy through wealth Sustainability as water. This includes encouraging generation and the protection and Leicester has a strong international more attractions, facilities and creation of jobs for local people. reputation for its work on venues to support local sourcing This will be achieved through: sustainability and has previously of supplies and services. There is • developing and promoting the run green initiatives with the also an opportunity to maximise green tourism offer as a hospitality sector. Tourism has an the impact of the tourism economy distinctive feature of Leicester important role to play in achieving and protect and create jobs for local a more sustainable environment. people by managing, developing and • welcoming, involving and There is a growing customer promoting the city’s tourism assets satisfying increasingly awareness demanding a lower in a sustainable manner. Sustainable demanding and informed visitors carbon footprint from tourism transport and promotion of green businesses and wider adoption opportunities through the wider • achieving a profitable Industry of sustainability principles. In tourist offer will enhance the driven by quality Leicester tourist experience. encouraging greater sustainability • engaging and benefitting host across the industry, there are communities national accreditation schemes A key priority for Leicester will be to promoting the ‘green’ credentials manage, develop and promote the • protecting and enhancing a of tourism businesses. These aim to city’s tourism assets in a sustainable distinctive local environment. improve energy efficiency, reduce way, to maximise the impact of the

Four strategic themes PRODUCT

Expanding the range of high quality and diverse visitor attractions, accommodation, facilities and experiences

PEOPLE PLACE

Improving customer service Ensuring the city is an easy place to through training and raising skills visit which supports visitors needs

POSITIONING

Developing a strong image and identity and a clear understanding of target audiences and the routes to market

Figure 1. Leicester’s four strategic themes for tourism Based on an assessment of the set out in this action plan and dissemination of information. performance of the tourism (see Figure 1). This assessment Robust arrangements will be put in industry in Leicester and also identified a cross-cutting place for measuring, understanding Leicestershire and the main activity relating to ‘Intelligence’ and reporting the impact of the challenges and future trends facing and the importance of providing Tourism Action Plan and the the industry over the next five to up-to-date intelligence and data performance of the local visitor ten years, we have identified four to inform better decision making, economy, and to provide research strategic themes that will help improve the measurement of and market intelligence to realise the vision for Leicester tourism and improve the sharing underpin interventions.

12 Tourism has an important role to play in achieving a more sustainable environment

12 13 Strengthening the city’s image, identity and sense of place

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Key objectives A number of objectives and key action areas have been identified for each of the four strategic themes. These are detailed in the following chapters and summarised in Figure 2.

Objectives: 1. To improve the range and quality of the city’s tourism assets 2. To grow the provision of guest accommodation THEME: PRODUCT 3. To invest in retail, food and drink 4. To enhance the role of culture and heritage in tourism 5. To promote sport and leisure opportunities 6. To protect and enhance the natural environment

Objectives: 7. To improve transport infrastructure and services THEME: PLACE 8. To implement ‘Legible Leicester’ 9. To deliver ‘Connecting Leicester’ 10. To enhance the public realm and city gateways 11. To create a safe, secure and clean environment

Objectives: 12. To strengthen the city’s image, identity and sense of place 13. To develop a tourism delivery plan 14. To increase overnight stays and encouraging repeat and THEME: POSITIONING extended leisure stays 15. To increase day and night time visits 16. To develop the group travel market 17. To grow business tourism

Objectives: 18. To improve training and skills THEME: PEOPLE 19. To achieve service excellence 20. To develop vocational training and apprenticeships 21. To create business and employment opportunities 22. To improve the visitor journey

Figure 2. Leicester’s key tourism objectives

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Top 10 priority action areas For each of these objectives, a number of priority action areas are proposed. These are detailed in the specific chapters dealing with each of the strategic themes. Of these, 10 priority action areas have been identified as the key areas of focus for delivering the action plan in the short to medium term. These are:

1. To maximise the opportunities for overall tourism growth presented through the city’s King Richard III story 2. To work with a wide range of partners to identify and address the gaps, range and quality of the tourism product in Leicester 3. To enhance the role of culture and heritage in tourism 4. To improve the quality and accessibility of the overall visitor destination experience to ensure the city is an easy, safe, secure and welcoming place to visit – day and night 5. To develop a stronger and distinctive identity for Leicester that captures the different character areas and the cosmopolitan vibrancy of the city and builds on its environmental reputation 6. To focus efforts on maximising economic impact by increasing overnight stays and encouraging repeat visits and extended leisure stays through creating new multi-venue experiences to champion the wide range of cultural, heritage and leisure experiences in the city 7. To support attractions and tourism providers in appealing to the day-trip and group travel markets and providing coach drop off, pick up and parking facilities 8. To deliver seamless offers and experiences across the city and county and beyond, where these offers are intrinsically linked and require a joined up approach 9. To grow the business tourism market, through securing conferences, events and product launches by promoting the range of venues and facilities in the city 10. To promote tourism as a ‘first choice’ career for people in Leicester by investing in skills and training.

16 The city will continue to work in Table 1. High level Leicester Delivering the partnership with the county to tourism targets for 2020 strategy deliver a seamless experience to visitors to maximise the economic A Tourism Delivery Plan will drive and social impact in the region of Value of tourism £590 forward the implementation of tourism activity. for Leicester million this action plan. It will set out in greater detail a specific programme The existing working of action and coordinate early arrangements within the city of action, where investment and effort Leicester that are overseeing Number of will be focused. It will become the delivery of the city Mayor’s overnight stays 5.2 million a rolling three year programme Economic Action Plan (2012 to (including visiting with an emphasis on the first year 2020) will provide the framework friends and relatives) and will identify those involved in within which the Tourism Action the delivery of these actions, the Plan will be delivered. resources required and timescales. This will ensure that the Tourism Number of visitors 13.6 million Action Plan fits with the city`s to Leicester Delivering this action plan will main economic priorities and require a coordinated effort and influence where public funds the sustained commitment of many should be directed in supporting organisations and businesses across the local economy. Jobs created and the private, public, voluntary and safeguarded by 8,000 community sectors in Leicester. Growth targets the tourism sector A Tourism Advisory Board will be In order to monitor the overall formed in Spring 2015 and key delivery of the action plan, the partners involved in the delivery following high level targets from the of the city’s tourism will be invited Economic Action Plan 2010 - 2020 to join this board to develop and have been identified in Table 1. oversee the implementation of the Further targets will be identified in delivery plan. the Tourism Delivery Plan.

16 17 The combination of attractions will create a major tourism hub to build on the city’s reputation as an important visitor destination

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THEME 1: PRODUCT

To be successful in an increasingly competitive market place, a tourism destination must offer people the right product.

A key priority for Leicester is interest that has been generated in Leicester. Projected annual visitor to expand the range of quality has provided Leicester with a timely figures for the railway and museum and diverse visitor attractions, opportunity and a unique platform combined are around 230,000. It accommodation, food and drink, on which to raise the profile of the will complement both the nearby entertainment, experiences, events, city, develop local distinctiveness Abbey Pumping Station and the festivals and facilities. We also aim and establish Leicester as an National Space Centre, which is the to deliver a high quality tourism attractive destination. UK’s largest attraction dedicated to experience for all, including those space exploration and space science. with access and other needs, and The proposal to develop the Great This has welcomed over 2.5 million offer great value for money, a warm central Railway Museum at visitors in the last 10 years, and genuine welcome and to be Leicester North through a including hundreds of thousands of physically attractive and safe. partnership between the Great school children. The combination Central Railway (GCR), the National of these attractions will create a Leicester’s King Richard III story Railway Museum and Leicester City major tourism hub to build on the has created huge interest around Council, will build on the success of city’s reputation as an important the world. The national and GCR and create a railway visitor destination. international recognition and experience of national standing

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London St Pancras International Mile. We have a fantastic annual Tourism assets station, with its easy links to Europe, calendar of events and festivals, Leicester is a modern cosmopolitan is just 62 minutes away on a fast, renowned museums and galleries city, rich in arts, culture, sports and direct train. such as the New Walk Museum heritage. It is set in the heart of and Attenborough Arts Centre,, a Leicestershire – one of ’s The city offers a wide range of range of cuisines, areas of natural most attractive counties, where quality tourism experiences, beauty, sporting fixtures and an the surrounding villages and including state-of-the-art, ancient heritage. Leicester’s history countryside are within easy reach of award-winning venues like Curve, spans over 2,000 years and is fully the city. The city’s central location Highcross Shopping Centre, traceable by visitors through a makes it accessible from all parts De Montfort Hall, the National variety of locations, buildings and of the country. Space Centre and the Golden interpretation.

• National Space Centre: the UK’s largest • A year round programme of award-winning attraction dedicated to space exploration and festivals and events, including Dave’s Leicester space science Comedy Festival, Diwali and Spark Children’s Arts Festival • King Richard III Visitor Centre: the unique story of King Richard III told in three parts: • Diverse retail and leisure offer: 800 year old Dynasty, Death and Discovery Leicester Market, The Lanes independent shops, arcades and the famous Golden Mile, • Great Central Railway: the UK’s only double award- winning Highcross shopping centre, track, mainline heritage railway. If the Haymarket shopping centre, high street £10 million lottery bid is successful, a brands and cuisine reflecting eicester’sL world class railway museum will be created at cosmopolitan population the Leicester North end of the GCR, planned to open in 2019 • The rich cultures and traditions of the people of Leicester • Story of Leicester promoting 2,000 years of • History and beliefs of the many faith groups and history. Heritage interpretation panels places of worship throughout the city centre, city walks and trails • Educational institutions – conference venues, events, training • Jewry Wall Museum: part of the Roman • Sporting success in rugby, football, basketball, town’s public baths and one of the tallest hockey and cricket surviving pieces of Roman masonry • Beautiful parks, green spaces and waterways, in the country including Riverside Park which blends heritage, • Culture: arts, museums - including sustainable transport and the natural environment, internationally renowned collections and and its unique location so close to many galleries and touring exhibitions - theatres, attractions, such as the National Space Centre, cinemas and a thriving music scene Abbey Park, Belgrave Hall and the city centre.

20 A key priority for Leicester is to and promote visitor experiences. target audience, including improve the range and quality There is a longer term opportunity the group travel market, nationally of the city’s tourism assets. This to open up the city’s waterways and internationally. Finally, it includes bringing investment to new and waterfronts to visitors to will also be important to create attractions with wide family appeal create new experiences and attract awareness of the new tourism and working in partnership with different target audiences. Another offers including the story of King local businesses and communities key priority is to package and Richard III, city walks and trails, for example, in the Golden Mile promote linked visitor experiences and the Story of Leicester. and historic villages to develop and market them to a wide

Objective 1: To improve the range and quality of the city’s tourism assets

Timeline Key action areas: 2015/17 2018/20

A Produce a King Richard III marketing strategy and action plan ✓

B Strengthen partnership working between the main attractions and venues in the city to enable the packaging of linked visitor experiences to encourage ✓ ✓ longer stays and repeat visits by promoting the city’s overall tourism offer

C Extend the services and information provided by Visit Leicester Information Centre and measure customer satisfaction through regular research ✓ ✓

D Redesign the www.visitleicester.info website to improve functionality and provide better information and integrated links to partner websites ✓

E Review the management of key attractions provided by the city council to maximise income generating opportunities and strengthen their viability ✓ ✓

F Work with the Great Central Railway to support future development opportunities, including reinstating the bridge across the main line and the ✓ ✓ development of the Railway Museum at Leicester North

G Work in partnership with local businesses and communities in the Golden Mile and historic villages to develop and promote visitor experiences ✓ ✓

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will require continued growth in Accordingly, future growth will be Accommodation accommodation provision. This focused on attracting established A range of guest accommodation includes the opportunity to create and high profile brand names. is available in Leicester, from an urban touring caravan/mobile This will draw in new audiences both family bed and breakfast through home site in the city to exploit this for leisure and business tourism to four star international and rapidly growing sector and create and provide the opportunity for boutique hotels. In the last few new year-round audiences. increased growth for existing years, the city has experienced a MICE (meeting, incentives growth in the scale and profile of Recent investment has been conference and events) providers. its accommodation stock. While focused mostly in the budget sector. To support this, further work will occupancy levels suggest that there However, there is a need to focus be undertaken to identify suitable is enough capacity in the current on the feasibility of attracting development and investment supply, further improvement in investment in more rooms at opportunities within Leicester. the earning potential of the city the premium end of the market.

Objective 2: To grow the provision of guest accommodation

Timeline Key action area: 2015/17 2018/20

A Attract investment from established and high profile brand names to provide more hotel rooms at the premium end of the market ✓ ✓

B Investigate the opportunity to create an urban touring caravan/mobile home site in the city to exploit this rapidly growing sector and create new year- ✓ ✓ round audiences

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offer. The local food offer will be • £9.2 million transformation of Retail, food and promoted by a calendar of food the historic Leicester Market drink events and businesses supported to attain the highest sustainable • re-opening of Silver Arcade Leicester boasts many independent food standards. following £3 million investment retailers, the UK’s largest permanent undercover outdoor The significant investment made • Hammerson’s investment in market and specialist stores, as in Highcross has attracted some of St Peter’s Square to deliver, well as all the well-known high the biggest names in retail all under popular restaurants such as street names, providing visitors one roof, including the largest John Red Hot World Buffet, Frankie & and residents with a wide range of Lewis department store outside Bennys, Turtle Bay , Coast fantastic shopping experiences. Its . It also incorporates a to Coast, Chimichanga and Bill’s vibrant city centre also offers an choice of stylish restaurants and exciting mix of restaurants, bars, cafes and a 12-screen Showcase • top brands like Pret A Manger cafes and nightclubs with a wide Cinema de Lux. This presents and Urban Outfitters choosing range of cuisines from the best of a major opportunity to attract to open in Leicester British to international themed further desirable retail brands restaurants and music across all as well as build stronger links to • refurbishment of high street genres. There is an opportunity the independent retail sector and retailer stores Primark and M&S to attract investment that further strengthen and diversify the early • improvement plans for night-time economy. Late night encourages the development of Haymarket Shopping Centre by the different character areas in the shopping at Highcross has helped to owners Kennedy & Wilson city and enhances the “al fresco merge retail and the early evening culture” in the city centre, including economy and other retailers • the iconic Mercure Leicester, pavement cafés, markets, shopping should be persuaded to extend The Grand Hotel is undergoing and entertainment to reflect the their opening hours into the early a £1 million refurbishment evening. Further work is also needed city’s diverse communities. of its ground floor introducing to encourage more retail and leisure The Leicester Food Plan has 10 businesses to open on Sundays to a Marco Pierre White, New ambitions for food and drink encourage families to spend more York Italian restaurant, bar, new including the development of a leisure time in the city centre. reception and fitness room vibrant local food and drink economy which supports food There is an on-going programme of • growth in the number of businesses in the city and investment in retail, food and drink specialist bars such as 33 Cank encourages healthy products at the sectors in the city centre, St, Turkey Café, Taps and heart of a nationally renowned food including: Gate 38.

Objective 3: To invest in retail, food and drink

Timeline Key action areas: 2015/17 2018/20

A Work with the Retail Forum to explore extending shopping hours to provide a seamless link between day and early evening economies and increase the ✓ ✓ number of businesses open on Sundays

B Work with the Leisure Forum to prepare and deliver an action plan to create a strong and vibrant night–time economy in the city centre ✓ ✓

C Promote the city’s strong, varied retail mix including Leicester Market and the Golden Mile ✓ ✓

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• a proven ability to deliver very promotion and awareness of the Culture and large scale public events, such as city’s cultural and heritage offer. heritage Kasabian’s homecoming gig and There is the potential for this the Olympic Torch relay to make an even more valuable Leicester has a rich cultural and • a wide range of music venues contribution to tourism and the heritage offering that will play an local economy by encouraging important role in growing the visitor both in terms of music genre and size visitors to stay overnight to enable economy in. The City’s Cultural further exploration of the city’s Ambition Statement sets out the • Heritage Open Days providing great offer. Furthermore, although ambition for Leicester’s culture as free access to Leicester’s Leicester is great at putting on a a force for economic regeneration, outstanding architectural show, greater emphasis needs to social cohesion, well-being and buildings of historic importance be given to increasing the ability civic identity. The city Mayor has • New Walk Museum, one of of festivals and events to attract established a Cultural Advisory the premier museums in the more visitors to the city from Board together with planned further afield. Wider promotion investment to improve the cultural of the annual calendar of events, offer of the city. • thriving visual arts scene, including Leicester Print securing large sporting events Workshop like Rugby World Cup 2015 and The city’s cultural offering the introduction of the new City includes but is not limited to: • heritage interpretation Festival will attract new visitors throughout the City Centre and from the region and beyond. • King Richard III Visitor Centre, walks and trails Cathedral, medieval Leicester Research studies of Dave’s and links to Bosworth • Jewry Wall part of the Roman Leicester Comedy Festival show town’s public baths and at over that this event is very successful • Curve: an award-winning 9 metres high, one of the tallest in attracting visitors from further world class venue and one surviving pieces of Roman afield and is an excellent example of of the country’s finest masonry in the country good practice. producing theatres • The Golden Mile: shopping • De Montfort Hall: serving the and dining with the largest City with quality live acts concentration of Indian for over 100 years jewellery shops outside of India • Phoenix : cinema, art and • The canal and waterways café bar through the city. • O2 Academy at the University of Leicester–a 1,450 Leicester’s history spans over capacity music and club venue 2,000 years and is told through the • Attenborough Arts Centre– Story of Leicester. The locations, An award winning multi-use arts buildings and interpretation form centre at University of Leicester a major part of the city’s character offering a wide range of and attractiveness. There is an performances, events and opportunity to improve and increase workshops the promotion of the range of heritage buildings and sites open to • A rich cultural programme of visitors to enjoy. Leicester’s success festivals and events reflecting as a short-listed candidate city for the city’s diversity, including the 2017 city of Culture shone a the largest Diwali celebrations spotlight on the strong cultural in the western world and the asset base and ambition, which the Caribbean Carnival, to Britain’s city will continue to develop. longest running comedy festival – credited as one of the There is a need to champion culture, top five comedy festivals in heritage and new experiences the world and a new summer to draw people to the city. A key City Festival priority will be to improve the Photograph: Leicester Mercury Leicester Photograph:

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Objective 4: To enhance the role of culture and heritage in tourism

Timeline Key action areas: 2015/17 2018/20

A Champion culture and heritage by increasing awareness of the venues and experiences and promoting multi-experience packages with other partners ✓ ✓

B Work with Curve, De Montfort Hall and Phoenix to strengthen their role in helping to grow tourism and overnight stays by packaging experiences with ✓ ✓ other businesses

C Develop new walking trails and self-guided walks to showcase the 2,000 year Story of Leicester and–link the heritage panels across the city ✓

D Promote the extensive calendar of festivals and events to attract more visitors ✓ ✓

E Install poster pillars in the city centre on a trial basis to measure the impact on increasing attendance at events and gigs in the evening ✓

F Explore the opportunities presented by Faith Tourism as part of Leicester’s cultural and festivals offer ✓

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The existing and planned additional attractive waterside (narrow Sport and leisure club facilities will provide an boats, rowing, and so on) also There is an increasingly strong increase in much-needed flexible provides opportunities to attract sporting scene in Leicester for both venues that can be used to host further private investment. It will spectators and participants, in rugby, conferences, events, award be important to create awareness football, basketball, hockey and ceremonies and product launches, and actively promote the existing cricket. The continued high profile all of which will increase business and developing cycling routes in success of Leicester Tigers, tourism opportunities. Leicester to residents, visitors and Leicester City Football Club, the business people. European Trophy won in 2014 by A bounty of green open spaces, the Leicester Hockey Club and the cycle paths, parks and recreation hosting of games in the Rugby World areas makes Leicester a great Cup 2015 will all raise the profile of place for outdoor leisure pursuits. the city and boost the local economy. An increasingly accessible and

Objective 5: To promote sport and leisure opportunities

Timeline Key action area: 2015/17 2018/20

A Further develop the canal, waterways and waterfronts as a tourist and visitor attraction ✓

B Create bespoke packages and incentives to maximise the Rugby World Cup 2015 visitor experience in , working with local businesses ✓ and Visit England

Abbey Park is Leicester’s premier easier to cross and reconnecting the Natural park, just ten minutes’ walk north of city centre with its 18 kilometres environment the city centre. The of waterfront. The integration of divides the park into two distinct green spaces and environmental Leicester is a great place to live, areas: to the east lies the formally- buildings and projects within the work and visit, but it can be made planted Victorian part of the park, Tourism Action Plan will increase even better. The city has some to the west are the remains of the the sustainability of the strategy. beautiful parks, play areas, green 12th century Leicester Abbey. spaces, wildlife areas, lakes and The protection and enhancement waterways popular with walkers, The city council is exploring the of green spaces are just as cyclists, bird watchers and those opportunities to improve links important to our quality of life. The who just enjoy the open air. More between the city centre and green city council has published a 10 year needs to be done to encourage spaces, including Watermead Park plan to promote biodiversity and visitors to enjoy the parks, green and , rivers and aims to increase the number of our spaces and wildlife areas and the canal side area. There is huge parks that hold prestigious Green understand the related history. potential by making the ring road Flag awards.

Objective 6: To protect and enhance the natural environment

Timeline Key action area: 2015/17 2018/20

A Improve the connection between Abbey Park and the city centre to improve accessibility ✓

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The protection and enhancement of green spaces are just as important to our quality of life

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The tourism offer in Leicester is enhanced significantly by the city’s location and accessibility

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THEME 2: PLACE

To be a successful tourist destination, Leicester must also ensure the city’s infrastructure is of a high standard and sufficiently integrated, making it an attractive and easy place to visit.

Leicester’s infrastructure needs to • significant transport links: just Leicester sits at the heart of a offer people good accessibility, to over an hour from St Pancras wider urban area and its compact support visitors’ needs, to reinforce International London road system shares the same and shape the sense of place and • the greatest frequency of trains characteristics as many other major make it an attractive and easy place of any East Midlands location urban areas: congestion, parking to visit. This includes the road • links to Europe via the issues, and noise and air pollution. and rail network, public transport Channel Tunnel are available The pressure on the city’s road services, parking, signage, lighting, from the same London station network is considerable. interpretation, public realm and • cross country links to the environment. However, the city council has set Birmingham, Peterborough out its priorities to ensure that and beyond The tourism offer in Leicester is people will be able to travel around enhanced significantly by the city’s • close proximity and good Leicester more easily and in a location and accessibility. connections to two M1 junctions sustainable way. • strong cross-country links via The key strengths are: the M69, M42, A50 and A47 • 26 million people live within a • the benefits of two airports with two hour drive of Leicester connections across the world.

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Overall access to and within product within the city in a Transport Leicester is generally good, but sustainable way. We will investigate To compete effectively in global further improvements are new public transport services using markets, Leicester has to be easily necessary. Investment will be heritage railways and the accessible by air, rail and road. sought for improvements in waterways network, which will Transport infrastructure has to be inter-city rail infrastructure, cross further support the tourist of a high standard and sufficiently county links and other public economy. Sustainable transport integrated and efficient to support transport services. These options will offer a way of future visitors’ needs and link improvements are needed to create promoting a ‘green’ tourist option people locally with employment a truly integrated transport for visitors. opportunities. More needs to be network, which is increasingly done to exploit the full potential of expected by travellers. Vehicle access into the city centre Leicester’s central location, good will be more effectively managed public transport, and road and Locally there is a growing network through improved zoning and use air links for visitors from the UK of cycle, walking and riding routes. of the dynamic signage system for and overseas through improved It will be important to continue to parking. Journey information will be promotion. The city council improve and promote walking and readily available via the internet and will continue to work with East cycling routes in the city to support apps, and a new bespoke signage, Midlands Trains and East a healthier lifestyle. Further wayfinding and mapping system will Midlands Airport to identify investment will be encouraged to provide easy access to and around initiatives to further improve the allow tourists to access more of the the city centre. visitor journey into Leicester. tourism, heritage and cultural

Objective 7: To improve transport infrastructure and services

Timeline Key action areas: 2015/17 2018/20

A Produce an inclusive design standards guide to ensure access for all in new developments and the public realm ✓ ✓

B Work with public transport service providers to encourage them to extend their services into the evening, weekend and bank holidays; introduce more ✓ ✓ through ticketing and improve travel information for visitors

C Review coach pick up points, parking and toilet facilities in the city centre to attract the new group travel market ✓ ✓

D Develop a parking strategy that supports the needs of visitors, as well as residents and businesses, by improving the quality of car parks and ✓ ✓ introducing a consistent and simple approach to parking charges

E Exploit the full potential of Leicester’s central location, good public transport and road and air links for visitors from the UK and overseas through improved ✓ ✓ partnership working and promotion

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find their way into and around the showcase buildings of historic Legible Leicester city more easily and encourage and architectural merit and also A new bespoke signage, wayfinding them to explore the different complement a Wayfinding Strategy. and mapping system will be character areas and attractive Lighting in the city centre at night introduced over the next few years. public spaces. An Architectural will create a better ambience and This system will enable visitors to Feature Lighting Strategy will make it feel more safe and secure

Objective 8: To implement Legible Leicester

Timeline Key action areas: 2015/17 2018/20

A Redesign the signage across the city including boundary signage, signposting to the city centre and car parks, improve wayfinding for pedestrians and introduce ✓ ✓ a new mapping system

B Install heritage panels across the city providing information on buildings, monuments and places of historic importance ✓

C Further develop the city guides system to improve information for visitors on the city centre’s cultural, artistic and historic themes ✓ ✓

D Develop an Architectural Feature Lighting Strategy for the city centre in partnership with building owners and occupiers ✓ ✓

quality and safer pedestrian routes the superb range of visitor Connecting to improve the connections attractions, buildings, venues, Leicester between shopping, leisure, beautiful open spaces and attractions, heritage, housing and experiences that is second to none. Leicester has a vibrant city centre transport facilities in the city centre. It is linking these areas together to surrounded by many special There is also a need to explore create a safe and family friendly buildings and places, but over the opportunities to increase tourism city centre, helping existing and years it has become more and more numbers through improving the new businesses to flourish and challenging for pedestrians and links from the canal and waterways attracting more visitors. connecting cyclists to get around. In response, to the city’s attractions. Connecting Leicester also provides a great the city Mayor launched Connecting Leicester is making it easier for opportunity to link what is already Leicester, a major investment pedestrians and cyclists to travel good about the city centre with new programme that is providing high around the city centre and explore development opportunities.

Objective 9: To deliver Connecting Leicester

Timeline Key action areas: 2015/17 2018/20

A Continue investment in the Connecting Leicester programme to further improve pedestrian and cycle routes, city gateways, green spaces ✓ ✓ and new buildings

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routes, removing roads through Road gateways, but this is just the Public space and shopping areas, changes to lighting, start of the process. Continued gateways tree planting, seating and other improvements will be made in these street furniture. areas and work will take place on A key priority is to sustain other key gateway locations. investment in the city’s New public space improvements award-winning public space will reflect the city’s heritage. An ambitious plan for the improvements. This will include Particular emphasis will be placed redevelopment of a 60-hectare further pedestrianisation, continued on further improvement of the area of the Waterside around refurbishment of historic buildings, important gateway routes into the River Soar and Frog Island is redevelopment of vacant sites and the city centre and visitors’ first proposed, at a cost of £26.5 million. improved street cleanliness. impressions. We will work with This includes proposals for a new All of this is critical to the success businesses to implement the residential community, with a mix of in developing local distinctiveness, shop improvement scheme to housing and business development broadening the offer to tourists and create improved local environs including the refurbishment of attracting a wider audience. The city and commercial opportunities Friars Mill heritage building. council is undertaking a continuous that impact positively on The plans also involve programme of environmental public perception. A £6 million improvements to public spaces, improvements to streets and improvement programme has improved connections for spaces, using high quality materials. been completed for the railway pedestrians and cyclists to nearby Action is already underway to station, Belgrave Road, Granby parks and plans to develop Soar open up the city centre’s streets to Street, Humberstone Gate West, Island as a city centre destination. pedestrians through changing bus Belgrave Gate and Narborough

Objective 10: To enhance the public realm and gateways

Timeline Key action areas: 2015/17 2018/20

A Continue to enhance key gateways into the city, creating improved local environments and commercial opportunities and improving public perception ✓ ✓

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Commissioning Group, Chamber Safe, secure and of Commerce and the voluntary clean environment sector. Its vision is: Safety is an important part of “To ensure that all citizens of the visitor journey. Perceived Leicester and visitors to the city feel or real threats to visitor safety safe within their communities and have immediate impacts on a benefit from an improved quality destination’s reputation and on of life and well-being as a result of the profitability and sustainability partnership action to reduce crime of an individual business, and substance misuse.” community or destination. If a visitor does not feel safe and secure It will be important to continue to and the environment is not clean improve the visitor experience and and attractive, this may impact on support the day and night-time the length of stay and expenditure economies by reducing litter and and decrease the likelihood of anti-social behaviour so that people repeat visitation and word-of- feel safe and have a feeling of well- mouth referrals. being when exploring Leicester in the day time and after dark. The city Safer Leicester Partnership brings wardens service aims to improve together a number of agencies and the quality of the local environment organisations and is responsible through enforcing the controls to for reducing crime, disorder and reduce litter, graffiti, fly-posting, and substance misuse. It is Leicester’s commercial bins. statutory community safety partnership. The partnership The creation of beautiful green includes , public spaces, the redesign of , Leicestershire existing green space and floral Fire & Rescue Service, displays add to the attractiveness Leicestershire & Rutland Probation and appeal of the city for both Trust, Leicester City Clinical residents and visitors.

Objective 11: To create a safe, secure and clean environment

Timeline Key action areas: 2015/17 2018/20

A Work with the police to review Safer Routes and introduce taxi marshalling to continue to improve the night-time economy experience ✓

B Apply for Purple Flag accreditation awarded to places that operate a safe and secure night time economy ✓

C Conduct a baseline public perception safety survey to measure against in the future ✓

D Put in place a performance framework to monitor the improvements in littering and anti-social behaviour ✓

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Leicester has significant potential to raise its profile on the national and international stage to the benefit of residents, businesses and visitors

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THEME 3: POSITIONING

To be successful in a competitive marketplace, Leicester must have a strong image and identity, as well as a clear understanding of its target audiences and the routes to market. It also needs to offer a distinctive and quality product and be perceived as a place that is attractive for visitors, investors and businesses.

The city’s identity needs to be with Coventry and Birmingham. strengthened to address the The city also sits at the centre of current large degree of confusion Leicestershire, one of within the tourism industry over England’s most attractive its image and appeal to visitors. counties. The city has a direct Effective positioning can help define rail link from Leicester to a tourism destination, its assets London St Pancras International and services, as well as its image. and Europe via Eurostar It can also help change people’s together with international links perception of a destination. through East Midlands Airport Leicester has significant potential to • The county also has a rich offer raise its profile on the national and which complements the city’s international stage to the benefit of attractions – Bosworth residents, businesses and visitors. Battlefield, Twycross Zoo, For Leicester to be successful, it Conkers, Bradgate Park, needs to differentiate itself from Forest and Great other destinations. Some of its Central Railway distinctive features are: • A bespoke support service to • It is a cosmopolitan city with a potential investors is provided diverse and relatively young through the council’s inward population with 55 per cent of investment service people under 34. Leicester is an international city with strong • Two high quality universities in links overseas, particularly the city centre with over 40,000 to India students and further education • A rich mix of cultural, heritage, colleges making Leicester one shopping, sport, leisure, parks, of the top students centres in waterways and transport hubs the UK. within a compact, easily A new Place Marketing Action accessible city centre - most Plan for Leicester will provide the other cities we would be framework to correctly position compared with are sprawled out Leicester within the tourism market, over a wider area as well as secure international and • Good connectivity with London national inward investment and and the rest of the UK by road enable tourism marketing activity to and rail. It is located close to be integrated and aligned within a the M1 and M69 connecting it wider strategic agenda.

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leisure facilities as well as access to city stands for and where it wants Image, identity top class sport and entertainment. to be in the future. The marketing and place Significant investment has been of Leicester has been fragmented attracted into Leicester in the last and this, coupled with an indistinct Leicester is a truly international five years, which has transformed identity, has compromised the city’s city of culture, well known for its the city centre in particular. ability to maximise its potential to cultural diversity. It is famous for attract new tourism investment and its vibrant festivals and events as However, in a number of ways establish itself as a primary tourist well as the tolerance and harmony Leicester has so far not always fully destination. The city has been that exist between its communities. capitalised on these strengths and given a fantastic opportunity with The city offers a good quality of opportunities; and for far too long the discovery of the mortal life, a rich heritage, an exceptional it has been undersold to visitors remains of King Richard III to under-promoted green waterside and investors. There is confusion develop a strong brand identity. attraction, excellent retail and in the marketplace over what the

Objective 12: To strengthen the city’s image, identity and sense of place

Timeline Key action areas: 2015/17 2018/20

A Position Leicester as leading city for tourism with national government and agencies to secure funding, enhance its reputation, attract investment and ✓ ✓ media coverage, and influence policy

B Develop a Place Marketing Action Plan to raise awareness of Leicester for tourism and inward investment and to engender a greater sense of civic pride ✓

C Produce a city and county guide and map supported by advertising paid for by the private sector ✓

D Continue to develop the 2,000 year Story of Leicester to attract visitors and residents to explore the city’s history and culture ✓ ✓

E Extensive engagement with city partners to maximise effective delivery and consistent messaging and to encourage private sector funding support ✓ ✓

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In practice, the ‘attract and Tourism disperse’ approach will include: Delivery Plan • Introducing family groups to relevant attractions such as A key priority is the preparation the National Space Centre, of a Tourism Delivery Plan. This New Walk Museum, Curve, will be based on market insights De Montfort Hall on the value, volume, potential and requirements of each target market, • Exposing people with a the routes to market and particular interest in heritage to emerging and future markets, as the much wider ‘2,000 years of well as technology trends and history’ story an understanding of campaign • Underpinning all messages with effectiveness. shopping, eating out, culture, It is proposed that Leicester adopts the arts, and the city’s a classic ‘attract and disperse’ environmental heritage approach, which uses the city’s • Encouraging repeat visits by strongest and most powerful linking known interests with ‘hooks’ – King Richard III, 2,000 new experiences, for example - year Story of Leicester, Curve, De ‘If you liked King Richard Montfort Hall, New Walk Museum, III, then you will like New Attenborough Arts Centre, the Walk Museum.’ National Space Centre, sport and a diverse retail offer - to raise This approach will be driven by an interest, grab attention and ‘attract’ over-arching thematic campaign people into Leicester. ‘Discovery’ (King Richard III and Space) two sectorial campaigns A range of products, offers and (leisure and business tourism,) communication activities will plus support strands of product be developed to widen visitor development, online, press and awareness of everything else the PR, and intelligence gathering and city has to offer and thus ‘disperse’ use. It will be important to ensure them to other experiences, in order the tourism marketing activity is to increase dwell time and spend integrated and aligned with the in the city. wider strategic agenda for the city.

Objective 13: To develop a Tourism Delivery Plan

Timeline Key action areas: 2015/17 2018/20

A Establish a City Mayor’s Tourism Advisory Panel to identify the city’s full range of tourism products and coordinate the city’s annual tourism ✓ programme of events and activities

B Prepare a Tourism Delivery Plan working with partners in the tourism sector ✓ ✓

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Target markets Leisure tourism The key target segments for Leicester is seen as a year-round Leisure tourism includes visitors Leicester are: destination with little seasonal staying overnight and those • High street: variation, other than typical dips in spending the day. An important This market segment August and December. Whilst it is current target market for the city, is looking for a ‘safer’ and estimated that up to 60 per cent of with regard to leisure tourism is the ‘reliable’ experience that the visitor economy is based around family market. This has been one of delivers value for money. business tourism, leisure tourism the main target markets for Leicester This segment is a is showing significant growth. for many years and will continue to considerable size, regarded Differentiating between the leisure be so in the future. A priority will as recession proof as and business markets in Leicester be to increase the number of short people in this group have is a key priority. breaks by families using local hotels a mid market income and and building on the city’s ‘green’ are less likely to be affected To date, the driving force for tourism credentials. However, an immediate by a fluctuating economy in Leicester has been conferences priority will be to widen the market receptive to well and events for the business coverage so that more venues established brands and look market. Weekday accommodation benefit through the packaging of for value for money as well occupancy has been much higher experiences and accommodation. as an enjoyable experience. than at weekends. Recent efforts Cross promotional opportunities • Empty nesters: to grow leisure tourism through that package different experiences This market segment has a short break packages and media within the city and county will help higher disposable income, marketing has started to broaden encourage visitors to stay for longer, but is looking for a good the tourism economy. This has been spend more and make repeat visits. ‘value’ break. They are time supported by investment in the rich, have a preference for city centre and in tourist attractions Another key priority will be to visiting out of traditional across the city. An encouraging widen the impact of tourism on the seasons and are happy to amount of additional capital city and to attract other market explore a destination investment is either underway or segments. This will require the further at their leisure. planned. development of new products to • 3C: attract these additional markets. It Members of this market is proposed that the new priority segment are dual income, markets identified include the ‘older own their own home, have active’ and ‘high street’ groups. school age children, look for The key sectors to attract these quality, value and a market segments are food and drink, worthwhile ‘educationally heritage, waterways, outdoors, beneficial’ experience that shopping, culture and the arts, the whole family can enjoy, which will appeal both to the influenced by individual traveller and the group recommendations by travel market. like-minded friends and social commentators. By using the Arkenford and • International: Cameo profiling tools, a number Leicester’s primary of key market segments have been international target identified to target with the leisure markets are North America offers. Product testing has identified and Canada and the close a number of market segments that European market, have proved to be most receptive particularly Germany, which to the city offer. We will continue is Britain’s second most to refine these and to develop important market for volume of visits and third short break offers to ensure that for the amount spent future marketing campaigns result by visitors. in the most successful return on investment.

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King Richard III and the opening of For example, a six-day holiday Leisure tourism: the King Richard III Visitor Centre package for King Richard III overnight stays and reinterment of the king’s enthusiasts visiting Leicester, remains in Leicester Cathedral also Bosworth, Warwick, Stratford on Tourists that stay overnight are provides an excellent springboard Avon and York. either in paid accommodation to increase the number of overnight or staying with family and friends. stays in the city. The city council is A further priority will be to They spend more than day visitors working closely with Leicestershire encourage visitors to stay more and are therefore a primary target county council to promote the than one night in Leicester. This audience. 22 per cent of people wider opportunities relating to King will require careful and shrewd taking a short break in England stay Richard III, including Bosworth packaging of other attractions to with family and friends. Battlefield. Partnerships with create appealing and cost efficient The increase in the popularity of other related destinations in the short break holidays. Equally, ‘stay-cations’ has encouraged the UK have been forged to offer the it will be important to build on development of short break holidays. national and international traveller Leicester’s strong cultural and the opportunity to book a special historical heritage and its links with The discovery of the remains of interest break. communities in other countries.

Objective 14: To increase overnight stays and encouraging repeat and extended leisure stays

Timeline Key action areas: 2015/17 2018/20

A Develop marketing packages to attract the individual leisure tourism sector and the group travel market ✓ ✓

B Develop and delivery seamless offers and experiences across the city and county and beyond ✓

C Make better use of transport links from St Pancras International, Eurostar, and air travel links with Europe and India, and so on ✓ ✓

D Establish www.visitleicester.info as the leading website for visitor information and expand the offer within Visit Leicester Information Centre ✓

E Create new short break packages for the `older active`, ‘faith’, and `high street` sectors ✓ ✓

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entertainment and sporting venues. initiatives that have been targeted Leisure tourism: To date, there has not been a at this market (for example, Big day and strategic approach to address these Eat) has shown the potential to target audiences and a key priority encourage more frequent visits night-time will be to address this matter. to the city. The realisation of There is an opportunity to ‘Connecting Leicester’ and ‘Legible visitors strengthen the early night-time Leicester’ projects will make it The day and night-time visitor economy through the success of easier for visitors and residents to market represents another key extended late night shopping. explore the city and the improved market for Leicester. This includes connectivity will provide an ideal residents, office staff, shoppers, At present there is limited opportunity to promote the diners, clubbers, and people information promoting the many combining of experiences. visiting local businesses, heritage things to do and see in the city to and cultural venues, places of this captive market. Evidence from

Objective 15: To increase day and night-time visits

Timeline Key action areas: 2015/17 2018/20

A Compile and promote a comprehensive dynamic What’s on and Where to Go listing with city partners to promote Leicester’s overall offer ✓

B Produce an annual guide to promote shopping, leisure, heritage and culture ✓ ✓

C Conduct perception research locally, regionally and nationally to identify the reasons why people visit and do not visit Leicester ✓ ✓

D Work with public transport service providers to encourage them to extend their services into the evening, weekend and bank holidays ✓ ✓

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A comprehensive dynamic What’s on and Where to Go listing with city partners will promote the city’s overall offer

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been put in place at Southgates packages linked to King Richard Group travel and coach parking facilities are III and the Story of Leicester, faith There is great potential for available at the National Space tourism, retail experience focussed Leicester to develop the group Centre and First Bus Depot. Driver on Leicester Market, culture, travel market. In 2011, there were facilities are provided and the city festivals and events, and parks. 1.3 billion day trips to English centre is only a five minute bus ride This market could provide destinations, generating a spend of away. City centre businesses will substantial benefits for retailers, £42.7 billion. However, the group be providing additional facilities Leicester Market, Golden Mile, travel market has yet to be fully to coach drivers who will be entertainment and leisure venues exploited in Leicester. A key factor encouraged to experience the city’s and culture and heritage offers. in the past has been the lack of venues and attractions. A key priority will be to work with facilities in Leicester to support partners across the city to improve the group travel market. However, There is substantial potential to the way coach groups are received, recent actions have sought to grow this market in Leicester, welcomed, managed and looked address this situation. Coach drop- particularly with the opportunity after and to put in place a coach off and pick-up points have recently to develop themed coach tour drive loyalty scheme.

Objective 16: To develop the group travel market

Timeline Key action areas: 2015/17 2018/20

A Develop themed coach tours based, for example, on history, food, discovery, culture, parks and faiths, to be booked through Visit Leicester ✓ ✓ Information Centre

B Put in place a delivery plan to attract the group travel market to include familiarisation trips, attendance at conferences, mailshots, loyalty schemes, ✓ collateral and so on

C Work with partners across the city to improve how coach groups are received, welcomed, managed and looked after ✓

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suite in the East Midlands with grow. In order to develop this Business tourism seating for 1,000 people. market, priority will be given to Globally business tourism is The city’s two universities continue identify and target events, experiencing unprecedented to invest in their own excellent product launches and conferences growth in the supply of facilities. conference venues and facilities. that have a strategic fit and match The events industry in Britain is Furthermore, establishing the the strengths of Leicester. It will be worth almost £25 billion to the St George’s Cultural Quarter as a important to strengthen links with economy and employs over 530,000 conference hub and the successful the city’s two universities through people. 15.5 per cent of domestic bid to host the FSB conference in the ‘event bidding’ process. overnight trips in England are for March 2013 have also been It will also be essential to identify business tourism accounting for positive steps forward. There is an local champions and work in 20% of spend4. However, at the opportunity to market the Old Town partnership to progress event bids. same time competition has grown venues, attractions and hotel as a Of equal importance to winning considerably. potential conference hub. significant events will be effective event management to ensure that Within an intensely competitive Business tourism is seen as a hosted events are delivered to the and crowded marketplace, priority area of future activity for highest standards. Full and proper Leicester has modest but rapidly Leicester. However, the city has planning and resourcing will be improving facilities in this sector. limited marketing resources. needed to ensure the full economic For example, the recent expansion Creative and innovative solutions potential of all events staged and of the Leicester Tigers stadium has will be needed in order for the city’s hosted is achieved. created the largest banqueting share of this essential market to

Objective 17: To grow business tourism

Timeline Key action areas: 2015/17 2018/20

A Develop a robust event bidding and management strategy to identify and target events, product launches and conferences that have a strategic fit and match the strengths of Leicester; to ensure that hosted events ✓ ✓ are delivered to the highest standards and the full economic potential of all events staged and hosted is achieved

4 VisitEngland.org/marketing/businessvisits

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High standards of customer service are essential in the tourism industry in order to preserve and develop a reputation as a first rate visitor destination

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THEME 4: PEOPLE

People are the greatest asset in the tourism industry. Investment in skills and training and promoting tourism as a ‘first choice’ career or business opportunity are key priorities for Leicester and these will help create a workforce and industry that is capable of delivering a high quality tourism product in the city.

High standards of customer service are essential in important role in generating economic and social the tourism industry in order to preserve and develop activity and increasing spending, whether in hotels, a reputation as a first rate visitor destination. bars, pubs, restaurants and galleries, or in everyday The people, services and businesses that cater for events and day-to-day services that make a place the needs of visitors and of residents, play an clean, safe and welcoming.

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endorsed professional standards, A key priority for Leicester will be to National strategy which will help raise the profile of ensure that its education and Nationally, the sector skills council, job roles across the sector. training provision for the sector is People 1st, aims to raise standards fully aligned with any growth and transform the skills and A Strategic Framework for Tourism strategy and provides opportunities professional image in the in England 2010-20205 highlights that are market-leading. A baseline hospitality, passenger transport, the need to increase visitor audit of the sector was carried out travel and tourism sector. It has markets, to offer compelling in 2011 by the LLEP6 and further targeted improvements in the destinations of choice, to champion sector specific plans will be international perception and a successful and thriving industry, undertaken through the LLEP experience of the tourism sector’s and to facilitate greater Strategic Economic Plan to address ‘welcome and service’. People 1st is engagement between the visitor the skill improvements required. working with employers to agree and the experience.

Objective 18: To improve training and skills

Timeline Key action areas: 2015/17 2018/20

A Work with partners in the LLEP and training providers to identify skills gaps and ensure effective provision ✓ ✓

B Strengthen links between employers and skills providers to ensure needs and provision are matched ✓ ✓

C Undertake a local baseline audit of current tourism sector skill levels to identify priority areas for improvement ✓

providing first choice employment and career Tomorrow’s Leaders opportunities. A close partnership between education A key priority will be to develop a culture of service and industry will be strengthened to develop excellence across the tourist experience in Leicester. management excellence. This will require leadership development in all aspects of management within the tourist industry. Another priority will be to improve perceptions of the industry and establish tourism and hospitality as a Successful businesses require inspirational managers career of choice, through work with school and college and leaders who nurture and value their staff and a career advisers, universities, local job and apprenticeship skilled workforce delivering quality service in an industry events, and the National Careers Service.

Objective 19: To achieve service excellence

Timeline Key action areas: 2015/17 2018/20

A Improve perceptions of the industry and establish tourism and hospitality as a career of choice for people in Leicester and ensure support is in place to ✓ ✓ support access and development

5 http://www.visitengland.org/strategicframework/ 6 www.llep.org.uk/sector_skills

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sector will also be encouraged and developed in Vocational training and Leicester to improve potential staff`s understanding of apprenticeships tourism as a serious career option. Awards, certificates, diplomas, foundation degrees and Apprenticeships and traineeships offer an effective degrees are available for local people to learn and gain alternative education route for over 16 year olds. qualifications within this sector. Apprenticeships offer ‘in work’ training in travel and tourism, hospitality, management, and many other It will also be important to work closely with schools areas that relate to the tourism sector. The Leicester and colleges to develop vocational training that Apprenticeship Hub7 will help to raise awareness of the strengthens the perception of tourism as a serious value of apprenticeships to employers, schools, career option. and city residents. Apprenticeships in the tourism

Objective 20: To develop vocational training and apprenticeships

Timeline Key action areas: 2015/17 2018/20

A Support the development of further apprenticeship opportunities in the tourism sector ✓ ✓

7 www.leicester.gov.uk/leicester-apprenticeship-hub

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self-employment opportunities. be used to further support Business and unemployed people to give them employment The tourism sector is particularly an insight into this industry. important for providing employment The sector is also an incubator for opportunities opportunities for those trying to entrepreneurs, despite the Of equal importance is the creation find their first steps into work, economic downturn, particularly of employment, career and business including school-leavers and young in terms of providing supplies opportunities within the tourism people, or those unable to work and services. sector. Tourism offers a wide range full-time. For example, nationally 44 of opportunities in customer per cent of people employed in the The LLEP Joint FE Prospectus was service, hospitality, food and drink, tourism sector are under 30 years created to help local businesses by management, the artistic and of age and nearly half of the bringing together the entire college heritage professions, and so on. workforce in the sector is part-time. offer of courses, training and services, all in one place. Tourism This includes permanent, temporary The Leicester to Work range of and hospitality is featured within the and casual employment and initiatives such as Step-Up can also key employment sectors.8

Objective 21: To create business and employment opportunities

Timeline Key action areas: 2015/17 2018/20

A Support job creation (permanent and temporary jobs and casual employment) opportunities within the tourism sector ✓ ✓

B Ensure business support and guidance is available to support local businesses to maximise their ability to invest, grow, diversify and expand in ✓ ✓ the tourism sector

C Encourage closer working between the city council, LLEP, business and education sectors to explore ways in which employment and business ✓ ✓ opportunities can be developed

8 http://www.llep.org.uk/collegebusinesssupport

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The visitor journey approach recognises that people - The visitor journey the visitor - should be at the heart of tourism planning. The other half of the people equation is the customer. To date, few destinations have truly embraced this Respecting the needs, desires and demands of the approach and Leicester can develop competitive people who fuel the tourism economy is vital. Leicester advantage by doing so. This will drive tactical plans will put customers at the centre of plans to drive growth to improve the product, accessibility, marketing and in the tourism sector by embracing fully the ‘visitor training in the city. It will be at the heart of activity journey’© model adopted by VisitEngland. to improve quality, customer contact, marketing, accessibility and training programmes.

Objective 22: To improve the visitor journey

Timeline Key action areas: 2015/17 2018/20

A Place the “visitor” at the heart of tourism planning and activities to improve quality in the industry, customer contact, marketing, accessibility ✓ ✓ and training programmes

B Develop a quality mark for Leicester, that complements the quality mark being implemented in the county ✓

© Live Tourism

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CROSS-CUTTING ISSUE INTELLIGENCE

There is a particular need to High quality and robust tourism improve data on visitor perceptions, intelligence is essential to understand attitudes and satisfaction levels both prior to and following a visit Leicester’s product, place, positioning which will support the Visitor Journey approach outlined in and people. It is also vital for investment Theme 3 – People. decisions taken by tourism businesses and in assessing the value and impact of Measurement investment by the public sector to improve of tourism performance. A key priority in Leicester There are many different sources of will be to re-evaluate existing tourism tourism statistics that use various methodologies and content. This intelligence and look at ways of improving has served to create a degree of intelligence gathering, the use of market confusion within the industry. The tourism figures reported for data and sharing results with the industry. Leicester (as well as Leicestershire) are obtained using the Scarborough The use of Open Data and crowdsourcing Tourism Economic Activity Model will play an increasingly important (STEAM), a bottom up model. STEAM is not designed to provide a role in the future. precise and accurate measurement of tourism in a local area, but rather to provide an indicative base for The review will also assess current monitoring trends. Information methods of sharing and sharing and communicating research and A key priority for Leicester will be to provide user friendly interpretation co-ordinate market intelligence, dissemination of the results for partners, industry research and development activities A key priority will be to improve and and investors to ensure that it is in the city and improve the accuracy achieve greater standardisation of accessible, useful, timely and of knowledge of the capacity and the methodology and channels for relevant to all those involved in use of local tourism businesses. information sharing and the industry. It will also be important to dissemination. Wherever possible, understand the demographics and market data and intelligence will be psychographics of visitors. In view provided so that it can easily of this, new marketing intelligence be aggregated and used in will be commissioned, as well as multiple ways. campaign evaluation and a new customer satisfaction survey to A review of existing research will be shape and improve the tourism offer undertaken to ensure that it is in Leicester and to identify who appropriate and effective, useful, visits Leicester and who currently timely and relevant to all those does not – their opinions/what they involved in the industry. like/do not like.

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There is also a need to monitor, to develop a ‘demand forecast’, It is crucial in the following evaluate and improve the looking at trends and forecasts of activities: performance of all public services what tourism in the city might look that support, promote and inform like in the next 10-15 years to shape • marketing planning, tourism in Leicester. future investment. It will also programming and monitoring include working with Visit England, results This information will support the the LLEP, the county council and • exercising planning and development of venues, attractions other partners to ensure high development responsibilities, and facilities and help improve quality, reliable and timely data especially where European and services. This improvement in local and intelligence is available to other non-local funding is intelligence will also serve to inform better investment decisions involved improve the accuracy of the figures and policy making and to support • making realistic bids for central derived from a STEAM report that tourism planning and promote grant funding, including setting will be commissioned annually to growth. achievement targets that have monitor performance of the tourism to be measured industry in Leicester/shire. Robust and accurate local tourism information is also an essential • devising effective visitor Increased partnership working will element in ensuring effective management plans for be a key priority. This includes decision making in relation to the destinations and monitoring the working with partners in the LLEP delivery of tourism services. results over time.

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APPENDIX 1. STRATEGIC AND LOCAL TOURISM CONTEXT

The size and importance of tourism national average of 24 per cent. in the UK economy is often Value of tourism for Nearly half of the workforce is underestimated and frequently the part-time, a significant source of referred to as the “invisible giant”. It employment for those unable to rarely appears on the radar, mainly A report produced by Deloitte work full-time. The sector is also an because unlike other industries, (2013)10, identified that since 2010 incubator for entrepreneurs and, over 80 per cent of tourism tourism has been the fastest despite the economic downturn, businesses in the UK employ less growing sector in the UK in there were 21,580 tourism business than 10 people9. However, tourism employment terms and was start-ups in 200911. is actually one of the country’s most responsible for one-third of the important industries, supporting net increase in UK jobs between thousands of businesses, both 2010 and 2012. Value of tourism in directly and indirectly, over a range Leicester and of interdependent sectors including The report estimated that the transport, retailing, sport, museums, tourism economy in the UK was Leicestershire galleries and the arts. worth around £127 billion in 2013, Tourism makes an important and equivalent to 9 per cent of the UK’s growing contribution to the Tourism is also important in terms of total GDP, supporting over 3.1 economy in Leicester and the range of employment, career million jobs in the UK (equivalent to Leicestershire. The latest research1 and business opportunities it offers, 9.6 per cent of all jobs in the UK) into the performance of the tourism whether in customer service, and 173,000 more than in 2010. industry indicates that in 2013, the hospitality, food and drink, The sector is predicted to grow at value of tourism to Leicester and management, or the artistic and an annual rate of 3.8 per cent Leicestershire was £1.481 billion heritage professions. This includes through to 2025 - significantly and with strong signs for future permanent, temporary and casual faster than the overall UK economy growth. The economic impact of employment and self-employment and much faster than sectors such tourism in Leicester in 2013 was opportunities. The sector is as manufacturing, construction £512 million, up from £483 million particularly important for providing and retail. in the previous year. job opportunities for those trying to find their first steps into Tourism spending in the UK was For Leicestershire, the economic employment, including school- estimated to be £113 billion in impact value was £969 million, leavers, young people or those 2013, of which £24 billion was from compared to £913 million in unable to work full-time. spending by international visitors 2012. There were 29.45 million and £89 billion by domestic tourists visiting Leicester and A key aim of this Tourism Action residents. Inbound tourism is the Leicestershire in 2013, which Plan for Leicester is to support the fastest growing tourism sector – equates to 35.47 million tourist local tourism industry and lead to with spend by international visitors days. Tourism supported over more successful and profitable forecast to grow by over 6 per cent 20,400 jobs in Leicester and businesses in the city, providing a a year in comparison with domestic Leicestershire in 2013. vital source of new jobs. Growing spending by UK residents at just tourism in Leicester will also create over 3 per cent. • More than 730,000 overnight the potential ‘spin off’ of more local stays were spent in commercial sourcing of supplies and services In view of its economic performance serviced and non-serviced helping other businesses and in recent years, the tourism industry tourist accommodation. is viewed as one of the key increasing money circulating in the • Over 3.6 million nights were local economy. In some cases, contributors to rebuilding the UK economy and for generating spent staying with friends and tourism may help to support and relatives in the city. sustain local facilities and services employment, especially among such as local shops and transport, school-leavers and young people. • Overnight visitors spent over culture, arts, heritage and sports Forty-four per cent of people £234 million in Leicester and facilities that might not survive if employed in the sector are under 30 day visitors a further only reliant on local use. years of age compared to the £278 million.

9 The Tourism Alliance, 2012 10 ‘The Economic Contribution of the Tourism Economy in the UK’, Deloitte, November 2013 11 State of the Nation Report, People 1st 2011 1 Scarborough Tourism Economic Activity Monitor (STEAM), 2012 52 LEICESTER TOURISM ACTION PLAN 2015-2020

• Day visitors account for just exert an influence on the face of relaxation, food and drink, over half of the total tourism tourism in the future. This Action heritage and films. There is likely expenditure in Leicester. Plan has sought to take account of to be demand for an ever • Business tourism accounts for these changes, where appropriate, increasing range of different the most overnight stays in in determining the relative priorities types of holiday. serviced accommodation in and actions to be undertaken in the • Sustainable tourism: the city. city. The main changes are: There is a growing awareness of • Leicester enjoys a higher than • Changes in leisure time: the impact of visitors on host average impact from overnight Some people are working longer destinations. Sustainability and stays generated by people hours and though “cash rich` are ethical considerations will be staying with friends and `time poor”; some people are increasingly important. relatives (SFR). retiring earlier with more • Holiday booking methods: disposable income, while others A major change has been the • About 5,400 full-time equivalent fear they won’t be able to retire jobs are supported by direct increase in independent-holiday until much later than planned; planning and the substantial tourist expenditure and some have longer holiday a further 1,500 jobs are growth in online research and entitlements. Leisure time is an booking. Many people will supported by indirect tourism important determinant of holiday revenue continue to book packages with and short breaks. established tour operators but • Leicester offers 31 • Ageing population - nationally: as more products and level of establishments providing detail continue to become serviced accommodation, a total The number of people in Britain er is increasing available online, this is rapidly of 3,181 bed spaces. aged 65 or ov becoming the method of choice The city also offers 253 bed rapidly - by 2015 they will outnumber the under 16s for for most consumers. spaces in 102 self-catering • Needs of disabled people: properties and over 2,000 the first time. This older academic bed spaces that are population is likely to be more The Equality Act 2010 is now in available at certain times at the active, in better health and with force so it is not only illegal to city’s two universities. higher disposable income than ignore this important segment previous generations. but more tourism providers are • The average total economic likely to realise the economic impact per night for visitors • Younger population – locally: and social benefits of focusing staying in hotels and guest Leicester has a youthful more on disabled people. A key houses in Leicester was £115. population. The 2011 Census, priority will be accessibility – in identified 21 per cent of terms of pedestrianisation, safe, • The average daily economic Leicester’s population as under impact of visitors staying with secure environment, signage 16, (compares to an England and so on. friends and relatives was £45 average of 18.9 per cent). and for day visitors £34. The biggest age group in the city • Improved quality: • While the number of day visitors is 20 to 24-year-olds, which make Consumers are becoming more and the number of overnight up 35,400 people. discerning, demanding better stays in serviced accommodation quality. VisitBritain and others • Increase in short breaks: are working to remove some of (hotels, and so on) remain this is partly as a result of the broadly constant throughout the the confusion about pressure on time, growth of the accommodation grading systems year, the number of people “cash rich, time poor” sector, staying in non-serviced in order to make them easier huge range of low cost airlines to understand. accommodation (self-catering) and developing tourism is markedly seasonal, rising destinations close to home. • Fear of rising interest rates: from a low in January to a peak Sampling new activities and skills Recent research undertaken by in August. is a growing short break choice. Visit England has indicated that whilst consumer confidence has • Increased segmentation: risen due to a decline in the fear Future trends in the Not everyone wants a of unemployment, it is being traditional city break or a sun, replaced by a fear of rising national and local sea, sand holiday. Motivations for interest rates. This indicates tourism industry going on holiday are changing that consumers will remain and consumers are becoming cautious for the foreseeable There are a variety of changes and more demanding. There are future, indicating the need to challenges impacting on the tourism already packages which focus on continue to provide value- industry and many others that may sports tourism, health spas and driven products.

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LOCATION AND ACCESSIBILITY

MANCHESTER LEEDS 98 Miles 107 Miles Road: 1hr 57min Road: 2hr 12min Rail: 2hr 11min Rail: 2hr 8min

SHEFFIELD 70 Miles LIVERPOOL119 Miles Road: 1hr 30min Road: 2hr 22min Rail: 1hr 2min Rail: 2hr 35min

BIRMINGHAM 44 Miles Leicester Road: 54min Rail: 56min CAMBRIDGE 74 Miles Road: 1hr 43min Rail: 1hr 50min

BRISTOL 129 Miles OXFORD LONDON 101 Miles Road: 2hr 19min 77 Miles Road: 2hr 12min Rail: 2hr 50min Road: 1hr 42min Rail: 1hr 2min Rail: 2hr 25min

The tourism offer in Leicester is enhanced significantly by the city’s location and accessibility. The key strengths are: • 26 million people live within a two hour • cross country links to Birmingham, drive of Leicester Peterborough and beyond • significant transport links with eicesterL • close proximity and good connections just over an hour from to two M1 junctions St Pancras International, London • strong cross-country links via the M69, • the greatest frequency of trains of any M42, A50 and A47 East Midlands location • the benefits of two airports with • links to the Europe via the Channel connections across the world. Tunnel are available from the same London station Photograph: James Brown Photograph:

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54 LEICESTER TOURISM ACTION PLAN 2015 TO 2020