Memorandum submitted by Tourism West Midlands/Advantage
West Midlands
Tourism West Midlands, the lead strategic board
for Tourism in the West Midlands, and Advantage West Midlands
are pleased to respond to your Select Committee Inquiry on Tourism.
The points raised in the Inquiry are addressed
in detail by the West Midlands response to DCMS' Welcome>Legacy
consultation, and we therefore attach the regional response to
that consultation by way of our contribution to your Inquiry.
Generally, we would like to make the following
main points to you, which are also reflected in our detailed response.
REGIONAL STRUCTURES
When RDA's took on the lead role for strategic
tourism development in 2003, significant changes in structures
were implemented. These changes have taken time to become fully
embedded. Over the past three years however, the resources available
to tourism, and the quality and depth of support for tourism in
the regions has improved dramatically. Cross-regional support
and inter-regional exchange of best practice has also progressed
significantly, particularly since the introduction of the Partners
for England initiative.
STRUCTURAL CHANGES
Global tourism has changed dramatically over
the past decade, with air travel becoming cheaper and both the
UK's leisure and business visitor destinations facing more international
competition. This is reflected in the UK's growing travel deficit.
So far, the UK's policy response to this development has fallen
short. We see a need for a more pro-active and strategic approach
to attracting business tourism events, as well as a need for stronger
and more coherent policy to improve our competitiveness as a leisure
visitor destination.
DATA AND
INTELLIGENCE
We believe that the UK's response to the structural
changes outlined above is hampered by the lack of consistent and
robust data. This stands in the way of a full understanding of
the sectors economic impact. This affects the priority given to
our Visitor Economy, including Business Tourism, and the policies
developed to support it. The joint RDA effort to address this
issue in collaboration with DCMS, is fully endorsed by AWM and
TWM.
PLACE-SHAPING
AND THE
VISITOR ECONOMY
We fully support the importance given to place-shaping
in recognition of the role of high-quality places both for residents
and for visitors. Indeed, this fits very well in the regional
efforts to plan for growth in the visitor economy.
STRATEGIC MARKETING
The separation between responsibility for product
development, and promotion, places a premium on the quality of
the partnership working between the agencies responsible. RDAs
have a clear strategic responsibility for product development.
VisitBritain has responsibility for the promotion of the UK and
of England. There is scope for closer working between these bodies
in particular, within a strategic marketing framework; the Partners
for England initiative is welcome in this context.
WELCOME>LEGACY—TOURISM
WEST MIDLANDS
CONSULTATION RESPONSE
INTRODUCTION
We congratulate DCMS with conducting this large-scale
consultation exercise to seek feedback from stakeholders on your
draft tourism strategy for the 2012 Games.
In response to your consultation, Tourism West
Midlands, the strategic lead advisory body on Tourism in the Heart
of England, has considered your document in detail. Tourism West
Midlands brings together a number of key stakeholders from local
government, sub regional Destination Management Partnerships,
regional agencies, as well as major visitor attractions and small
and large accommodation providers. Their views are represented
in this response.
In addition, Tourism West Midlands, Advantage
West Midlands, Heart of England Tourism and the Regional Centre
for Tourism Business Support have widely disseminated the consultation
document to public and private sector stakeholders and encouraged
responses to the consultation via our various industry publications.
A large-scale regional consultation event was
held on 2 November at Aston Villa Park—our Region's Olympic
venue. Over 100 stakeholders attended the meeting; which included
a contribution from DCMS and an extended Panel Discussion. The
outcomes of the event, as well as the recommendations from Tourism
West Midlands sub-groups, form the basis for our detailed response
below. We acknowledge that many of our regional and sub regional
partners will communicate their specific responses to you in separate
correspondence.
2012 TOURISM—WEST
MIDLANDS PREPARATIONS
The West Midlands 2012 structure is as follows:
Along with all other regions, the West Midlands
was submitted its draft strategic framework to the Nations and
Regions Group in October 06. This framework summarises the main
initiatives planned by the region for the Games. We attach our
Tourism proposals as an annex to this letter.
Given that we have developed regional initiatives
in line with the delivery framework timeline, we foresee a need
for flexibility, both at national and regional level, to ensure
that the national strategy and regional delivery plans are sufficiently
aligned. This consultation document does not currently focus in
any great extent on regional delivery of the strategy, and if
(some of) the resources are expected to come from the regional
level, more detailed discussion is needed between DCMS, VB and
RDAs before specific actions are signed off.
GENERAL CONSULTATION
POINTS
We do not argue with most of the points in the
consultation and—indeed—we feel the strategy outlines
many priorities which should be addressed in the industry and
where 2012 acts more as a focal point than as the sole motivator.
However, we are concerned that this strategy does not at the moment
reflect the strong leadership role which the document itself quotes
as a key element of the success of the Sydney Games. Given that
our industry is dominated by small and medium sized enterprises
and given the devolved nature of tourism in our country, our success
relies on strong communications and powerful, clear messages about
the need to change and improve. In this context, we believe that
the proposed Joint Unit plays a pivotal role in strengthening
the lead role for tourism in the forthcoming months and years.
This is particularly important in view of recent forecasts, suggesting
that the UK Visitor Economy is set to grow at a significantly
lower pace than that of our main competitors. As outlined below,
we believe regional tourism interests should be reflected in the
Joint Unit, possibly through RDA membership.
We also think this document sets out a number
of key areas regarding tourism and the 2012 Games. However, in
particular if the ultimate strategy were to serve as a "national
tourism strategy" there are significant areas which should
be further developed. These include sustainable tourism, planning
and transport, marketing and branding. We would expect DCMS to
engage with regional partners in drafting the national 2012 tourism
strategy, and to address the key issues which are currently left
out of the document.
SPECIFIC RESPONSE
TO THE
CONSULTATION QUESTIONS
Tourism—the challenge of 2012
Whilst experience from previous Games shows
no—or limited—net additional visitors, we believe
there is scope to increase net visitor number, to London as well
as to the rest of the country. We will of course strive to give
visitors to our Region's Olympic Venue—Aston Villa Park—a
world-class welcome and encourage them to extend their stay and
enjoy other aspects of our visitor offer. Experience from previous
Games shows that traditional visitors stay away during the Games,
and that Games visitors only stay for the particular sporting
events they are interested in. We believe the key to persuading
visitors to extend their stay, and to attracting a broader group
rather than just the sports enthusiasts, lies in identifying other
areas they are interested in. As such, we see a role for VB to
work with the Regions and the destinations to identify visitor
interests and develop themed packages, which are promoted via
EnglandNet and other sources, and can be accessed by tour operators
as well as by individuals. That way, a Games event can be packaged
up with a themed visit (eg rural England, shopping, heritage),
thus turning the day-visit into a short break. We would be keen
to work with VisitBritain to develop this concept for our Region,
and other Regions with an interest.
We believe the attract and disperse principle
should be behind all our marketing efforts. As such, our national
marketing efforts on 2012 should target Games enthusiasts, as
well as the wider public, and should promote the Regional Airports
as alternative Gateways when visiting the Games.
During the Games, we anticipate a particular
opportunity to attract domestic visitors, and Londoners in particular.
More generally, the VFR market is a great opportunity during the
Games, as friends and relatives decide to stay with their UK-based
relations to experience the "buzz" of the Games. Although
the VFR market is notoriously difficult to manage, steer and monitor,
we believe there would be merit in a specific national marketing
effort to spread the suggestion of the British hosting more of
their UK and overseas F&R in their own homes (or hotels sometimes!),
before, during and after the Games.
Getting tourism's structures right
We recognise the measures put in place to ensure
regional engagement in the 2012 structures, through the Nations
and Regions group in particular. In our Region, as in other regions,
we have established cross-sectoral partnership arrangements to
ensure that we work with the Nations and Regions group to make
the Games indeed of national benefit, rather than entirely London-centric.
Given the composition and priorities of the
Nations and Regions Group, we welcome the proposal for the new
joint unit to co-ordinate tourism related activity (including
Marketing) between VisitBritain, Visit London, LOCOG and others.
We believe this unit would need to develop initiatives (including
product packaging, as mentioned above) on behalf of the NRG, and
provide the voice of tourism on NRG. A regional presence, possibly
through the Lead RDA for Tourism, on this unit is a way of ensuring
the principles of regional engagement are followed through where
tourism is concerned.
Positioning the UK as a truly world-class destination
The consultation document does not focus on
marketing efforts in any detail. Given the key role of marketing
in maximising the tourism benefits of the Games, we would expect
VisitBritain to liase with regional (and sub regional) partners
about the 2012 marketing approaches shortly.
For the period before the Games, we believe
the strategy should emphasise:
— The need for London (which will receive
increasing global attention towards 2012) to be equipped with
the information and promotional material, as well as with the
commitment to raise the profile of other parts of the country.
Regional tourist bodies have a role in providing the right materials
and information and support.
— The need for overseas marketing between
2008 and 2012 to use the 2012 hook where appropriate. This applies
to all activity, from national level right down to destination-specific
marketing campaigns.
— The fact that we are home to the
birthplace of the Modern Olympics; Much Wenlock, Shropshire. We
expect national agencies, and London organisers, to support and
promote the tremendous marketing potential from this truly Unique
Selling Point for the UK and the Heart of England.
— The potential of themed product packages.
Building on existing product packages and including elements which
specifically refer to Games' interests, would add value and could
help attract more visitors to the UK in the run-up to 2012.
For the period during the Games, the strategy
should take account of:
— The tremendous TV coverage during
the event, and the need to present the UK generally as much as
possible, rather than solely focusing on the London.
— The opportunities for Olympics visitors
to undertake trip extensions:
— Acknowledged that UK regions would
be competing with other EU destinations as well as with each other
for post Games extensions.
— The unique selling points of the
West Midlands, and Shakespeare Country, Ironbridge/Much Wenlock
and Birmingham in particular.
— The importance of regional representation
in any imagery that is used during the Games to celebrate London
and the UK's various historic/cultural icons. Again, we expect
the West Midlands icons to be well-represented in such imagery,
as they add to the visitors' overall impression of the country.
— In practical terms, there is a realism
that attracting significant numbers of visitors will be challenging—we
need to identify the markets and types of visitors who are pre-disposed
to wanting particular types of experiences. At national level,
it is important that a consolidation of previous work is combined
with possible specific new market research, and that targeted
campaigns are developed in advance of the Games, in conjunction
with operators.
— Research on visiting patterns at
previous games to inform potential marketing activity.
— Influencing visitors while they are
at their destination, ie in London:
— Interception marketing— more
research would need to be done into customer behaviour, ie will
itineraries be pre-planned or will there be scope for spur of
the moment trips?
— By-passing Olympics traffic:
— Given the West Midlands' central
location, many Games visitors will travel through our region on
their way to and from Games events. We are committed to providing
their travellers an excellent welcome in our Region, and we see
this as an opportunity to encourage by-passing traffic to spend
time in the region. A list of Games events and venues will be
necessary to plan potential opportunities.
— The possibility that significant
numbers of London residents may decide to escape the capital during
the period of the Games. Our region is ideally placed to provide
a welcoming haven for these Londoners, and we see this as a potential
domestic marketing opportunity.
— The likelihood that the Games could
be a very powerful stimulant to additional VFR business. For example
West Midlands residents inviting friends and relatives (F&R)—both
from the UK and from other areas such as the Caribbean, the Indian
sub-continent, eastern Europe, China and so on, to stay with them
to visit the Olympic soccer matches at Villa Park; to visit Much
Wenlock, as its profile rises between 2008 and 2012; to visit
other major attractions in the region; to take part in some of
the major events taking place in the region in the run-up to the
Games.
— Specific opportunities related to
the Paralympics. It is clear that the opportunities of the Paralympics
will only be maximised if the product and service offer is tailored
and is of an appropriate and consistent level. This is a particular
priority for our region in the years ahead.
— The need to package the visitor product
in order to make it easy to access and purchase:
— National support may be required
to make packaging (including transport, accommodation etc) happen.
— Work is needed to identify potential
packages at regional and inter-regional level. For the West Midlands,
it is key that we:
— Base packages on existing regional
strengths.
— Inform the packages by knowledge
of visitor propensities/characteristics and profiles.
— Maximise the use of obvious key
assets such as Shakespeare and the Cotswolds.
— Work with private/ London-based
operators who will also be offering packages— we should
influence them to include Heart of England destinations on their
itineraries. The region is centrally located—given this,
has a good chance to be included on these itineraries.
— The opportunity for regional airports,
such as Birmingham International Airport, to be a direct gateway
to the UK. At regional level, we see:
— A need for collaboration between
tourism stakeholders, the airport and the airline carriers to
understand options and opportunities.
— A need for a gateway welcome and
welcome packs for Games-related travellers.
— An opportunity for visitors to spend
a proportion of their trip in the Region on arrival or departure.
— The Potential displacement of visitors.
Whilst we do not anticipate this to be a significant issue for
the West Midlands in terms of its existing overseas markets, we
do need to ensure that regional events normally scheduled for
that time of year don't "clash"—and a timetable
of Games events and venues is needed well in advance to make any
regional events programme adjustments where necessary.
— The challenge of dispersal of visitors
from London during the period of the Games—challenges to
consider include:
— Visitor Information—timing
(before or during the Games?) and mode of communication, should
be considered carefully.
— Transport—national and regional
stakeholders should start early work with transport providers
to facilitate ease of travel between London and the rest of the
country.
For the period after the Games, the strategy
should put in place:
— Targeted activity in selected markets
to build on the global exposure which the country will have enjoyed
during the games.
— Specific focus on the significant
opportunity for Games-motivated business events in the country.
— Provision for specific events which—although
staged after the Games—can be linked back to the successful
event and capitalise on the Games in the manner that marketing
capital was made from staging the G8 summit in Birmingham in 1998.
— Marketing activity during the games
could in part be targeted at persuading visitors to make return
trips in the future.
We believe EnglandNet should be the main portal
for visitor information, in particular information targeting tour
operators. Product packages should be promoted via EnglandNet,
lookable and bookable for tour operators, travel agents and individual
consumers. It is of key importance that EnglandNet be linked to
the official 2012 websites, and that investment is made in search
engine optimisation for the official sites.
We also see merit in the establishment of a
single, well-advertised, national visitor information telephone
number for visitors in the months before, during and after the
Games.
8. How can the Games be used to increase
business tourism in the UK:
— Should a joint VisitBritain/Visit
London Business Tourism Unit be established?
We believe there is merit in any intervention
that increases the investment in and the attention to Business
Tourism. We are particularly keen to see a Unit which recognises
the importance of business tourism outside of London and which
would be committed to promoting business tourism in all parts
of the country, rather than being very centred on London.
The West Midlands is ready and keen to work
pro-actively with agencies and influencers such as the 2012 Organising
Committee, DCMS and National Sporting Governing bodies to develop
proposals to attract conferences & trade shows using the regions
meeting venues and sporting venues to create a compelling offer.
Our business tourism group has dedicated part of its resource
to attracting 2012-related events in particular.
— Are the present structures sufficient?
The present structures and resources appear
to us to be sufficient. However, it is key that any focus is not
too London-centric, since that would only create a new problem
and further disadvantage for other English regions. Also, we think
that, with much government policy centred on diverting activity
from the overheated South East, the demand after 2012 will be
stronger in the Regions rather than merely in London?
— How relevant is the International
Convention Centre proposal to increasing London's share of business
tourism?
Clearly, a case can be made for the ICC in terms
of London's International competition. However, unless the UK's
overall business tourism market grows significantly—a London
ICC would merely increase London's share of business tourism,
by displacing existing business elsewhere in the country at the
expense of other, existing, world-class venues such as the NEC
and ICC in Birmingham. We believe that the close proximity of
the West Midlands' venues to London makes them an ideal option
for business events and exhibitions related to 2012. As such,
we are not convinced that a new International Convention Centre
in London is necessary in relation to 2012.
Improving the Quality of our Welcome
The issue of Quality is a particularly well-understood
issue in our Region. Not only do we—through the Regional
Centre for Tourism Business Support—encourage quality improvements
and accreditation in our businesses, we also operate a regional
quality programme, which particularly focuses on the quality of
the service provision in our tourism businesses.
Generally, we believe 2012 should be a key catalyst
for addressing the major challenges regarding Quality in the UK's
visitor offer.
9. Should a UK-wide percentage target be
adopted for disability access, covering the whole accommodation
sector rather than just the NAS?
Historically, businesses have not perceived
the National Accessible Scheme (NAS) as very beneficial and we
consider that a total rethink is needed, where NAS is embedded
as a standard element of other schemes.
The NAS eliminates many businesses that welcome
customers with disabilities and would like to participate in the
NAS, but cannot because the style and type of their establishment
makes it unrealistic for them. Mandatory NAS membership could
disenfranchise such establishments, whereas schemes such as the
existing Quality at Heart "Businessmark" and the developing
West Midlands Accessible Destinations project would allow all
businesses to participate. In Shropshire alone, the organisation
"Disabled Holiday Info" sourced, visited and assessed
24 wheelchair accessible establishments (all with wheel-in showers)
for their free guides and website. Many of these feel they cannot
afford the NAS audit or that it would not offer sufficient increase
in guests for the cost incurred. For this reason we believe that
the present system does not include many suitable establishments.
We do not think a percentage target is a suitable
solution. We particularly think there are issues around What should
the target be?; How would it be measured or policed (given that
accessibility will be different for each business)?; Who would
pay for policing?; Why is the accommodation sector being singled
out?; What would the targets cover—attitudes, processes,
and skills are all valid too.
We consider that there are other opportunities
to improve disability access through encouraging businesses to
undertake a number of achievable steps with smaller adjustments
that almost all businesses could make. These could include, for
example: an access statement and access plan, large print customer
information; and participation in Welcome All training.
For our Region, we work on a model which would
include businesses:
— Undertaking a self-audit or have
an audit undertaken.
— Actioning the essential/immediate
low cost adjustments from the audit.
— Participating in relevant Awareness
/ Equality training, and an access statement, so prospective guests
can make an informed choice.
We suggest that any business that wants to advertise
accessible facilities in official 2012 marketing materials, will
need to prove that they have done this.
We do recognise that even the measures suggested
above, do not guarantee an easy, clear and satisfactory experience
for people with 3/4 needs in particular. Self audits and access
statements do not always result in accurate and comprehensive
information for the visitor, and even those businesses who do
meet the minimum requirements often lack essentials such as wheel-in
showers.
A possible way of achieving real improvements
for people with level 3/4 needs (those who can walk a few steps
or who just need level access usually have fewer difficulty in
finding suitable accommodation), is to use specialised voluntary
organisations such as Disabled Holiday Info to complement the
existing scheme. Everybody has individual needs and they will
still need to discuss these with accommodation providers. However,
if they have a reasonable list of potentially appropriate places
as a starting point, then the initial long winded trawl of totally
unsuitable establishments has been removed.
10. Should any or all of the following be
made conditions of participation in the accommodation quality
schemes:
— Clear signposting of available accessible
facilities?
— The reservation of accessible rooms?
— Independent audits of accessible
facilities?
Whilst these are very sensible suggestions,
they would be difficult to implement.
The industry may fight any proposals to make
them conditions of NQAS, especially if they continue to be voluntary
and as such they could have a detrimental effect on quality scheme
participation (see Q11). The industry often accuses public and
national bodies of "Changing the Goalposts" and NQAS
is complicated enough already. We consider that, even though 2012
is six years away, the lead-in time to make significant changes
to the quality schemes may be too close to the last major changes
that happened in January this year.
A better approach might be to encourage the
cream to come to the top, and push the business benefits to encourage
rather than trying to get all accommodation on board which will
be really difficult.
In relation to the three specific points raised:
— Clear signposting of available accessible
facilities? This should be imposed and it would be very easy to
implement.
— The reservation of accessible rooms?
This could be encouraged as a voluntary activity with, for example,
those businesses operating in this way getting special mention
of it as part of disability access listing within accommodation
guides. We would suggest that Destination Management Partnerships
could have an important role to play here. Small providers would
find it difficult to reserve accessible rooms if they knew they
could sell them anyway. Larger hotels may be able to build this
more easily into their procedures.
— Independent audits of accessible
facilities? We consider that Independent Audits are a good idea,
but should not be a condition of participation as there would
be major cost issues and it could be seen as duplicating NAS.
It would be far more appealing to the business to aspire to best
practice (ie Quality at Heart standards).
11. Are the suggested Britain and England
targets for accommodation quality scheme participation reasonable
and achievable?
We fear that, unless the minimum requirements
are amended; the scheme is marketed more strongly to consumers
and industry; and until England and Scotland make it compulsory,
the targets will not be achieved. VisitBritain and Quality in
Tourism should provide more information on progress against existing
targets and where there are gaps or areas that are lagging behind.
The internet and online bookability exacerbates this problem.
Several of the businesses we work with state that they intend
to drop out because of new requirements.
We suggest that "Inspected Only" policies
by the public sector could increase participation, when coupled
with tangible marketing benefits.
12. What additional practical incentives
for quality scheme participation are possible?
We would suggest the following:
Quality at Heart
All businesses in the Heart of England region
(or in the country) should be encouraged to work towards Quality
at Heart standards.
Costs
Participation should be cheaper and/or business
benefits should be promoted.
NRG and LOCOG, should recognise Inspected Accommodation
as "Official Accommodation Providers" / "Preferred
Accommodation Providers". This would work well with the larger
chain hotels especially in London. Marketing based on inspected-only—there
has to be a strong emphasis in everything pushed by the Olympic
organisation towards this.
Incentives such as waived joining fees, making
the Olympics build-up period a special cost concession period,
especially for smaller businesses, offering cash incentives towards
payment of first year and maybe 2nd and 3rd year NAS assessments
would encourage businesses to participate.
Publications/websites
Businesses do not currently find that they get
much business through the "Tourist Board" publications
/ websites etc. Currently, visitbritain.com, enjoyengland.com,
DMP websites and so on, do not appear early enough in online search
engine results. If businesses knew that these websites were a
good source of leads they are more likely to want to "join
the club". Therefore, more funding is needed to make sure
that official "inspected only" VB / AA / RTB / DMP /
Official Olympic publications, websites and marketing activity
is seen by the public when they are looking for tourism purchases.
Other
Partnerships with incoming tour operators /
agents / accommodation booking agencies / Sports Authorities /
International Olympic Authorities to use & promote inspected
first accommodation.
Preferential ticketing and pricing on Olympic
Events for guests who book / stay in Quality assessed accommodation?
Reduced / subsidised commission rates for assessed
properties on bookings taken through TIC's / booking agents /
Booking Websites etc.
13. Are separate targets for quality scheme
participation needed for London? If so, what would be reasonable
targets for 2008, 2012 and 2016? And is there scope for London-specific
incentives to scheme membership?
We think achieving the current targets will
be even harder in London, where hotels generally enjoy high occupancy
levels, and would not see a benefit of being assessed.
Our suggestion that LOCOG and NRG use Inspected
Only Accommodation could work well in London. We do not think
separate targets for London should be set.
14. What are the possibilities for Games-themed
workforce skills projects and initiatives, including effective
links with the London 2012 Pre-Volunteering Programme?
Increasing skills, improving quality, and providing
better data are key issues, regardless of 2012. However, 2012
can be the impetus to really drive these agendas forward, mobilise
the industry to raise overall performance, and secure adequate
investment.
Games-themed workforce skills projects and initiatives
are vital, but should be joined-up and possibly driven nationally,
but in partnership with the key regional organisations. We suggest
that there are a number of significant opportunities such as:
— The well-regarded "Welcome to
Excellence" programme can be adapted and could link into
any proposed short programme certificate for Volunteers. We would
hope this would be recognised for Learning and Skills Council
funding.
— Language training to improve our
overall visitor welcome.
— The Quality at Heart / Servicemark
/ Peoplemark approach should be adopted nationwide, working in
partnership with People 1st and DCMS.
— It has been identified that customer
service and Skills for Life ie literacy, communication, numeracy,
and ICT will be particularly required and employers need to address
this.
15. What could best be done to improve the London/England/UK
welcome in areas not covered by the grading schemes or workforce
skills improvements, or in addressing disability?
We suggest that a form of recognition should
be developed for volunteers, which they could use after 2012 (eg
along the lines of the Green and Blue Badge Guides) and that a
significant advertising and marketing programme is undertaken
which shows the importance of the volunteer workforce in making
the Games a success.
We would suggest that incentives are introduced
in a phased programme.
16. What steps could be taken to improve
the welcome for international and/or domestic visitors using the
UK's transport network, in the context of tourism's preparations
for the Games and/or the full exploitation of the legacy?
The public transport network is not easy to
navigate or use and it is seen as expensive. Consistency in ticketing
procedures, prices and information between companies is crucial,
as is information provided in foreign languages.
The use of Welcome Host training with transport
staff at ports, airports and train stations could increase their
awareness of the visitor perspective and improve the visitor experience
dramatically.
Transport connections will be the key to dispersing
visitors from London to other destinations. We are particularly
concerned for example that infrequent rail connections between
London / Birmingham International Airport and Stratford-on-Avon
stand in the way of the potential of the Shakespeare Festival
to attract significant numbers of visitors.
Making the Links
As the lead region on the Cultural Programme,
we are extremely supportive of the notion that we should build
on the Cultural Events—including the Olympiad—to maximise
visitor numbers and spend. We are currently developing a regional
programme of events, which will promote the inclusivity and the
values of the Games and which will engage our young and ethnically
diverse communities. We are committed to an Olympiad which does
not merely "badge" events as Olympic, but which really
forms a unique festival, specifically related to the Olympic values.
In addition, we will work to ensure that the
national events, such as the Torch Relay, the Opening and Closing
Ceremonies and suggested elements of the Olympiad, are opened
out to the Region. We think the involvement of volunteers from
the regions throughout the event, the reflection of regional cultures
in the Ceremonies and the organisation of big localised cultural
celebrations throughout the Torch Relay are examples of ways in
which this can be made a reality.
We believe in the huge potential of the Olympiad
to attract visitors to the events, and importantly to portray
the image to the world of the UK as a place of vibrant culture,
innovative arts and an actively engaged population. As such, it
is crucial that tourism and marketing stakeholders are engaged
with the Olympiad from the earliest stages from its planning to
the final steps in its delivery and indeed its aftermath.
Particular examples of cultural icons in our
Region which will play a major role in the 2012-related visitor
offer include the Shakespeare Festival (and the opening of the
re-developed Royal Shakespeare Theatre in 2010) and Much Wenlock;
birthplace of the modern Olympics.
Ambitious and Stretching Targets
The issue of data and intelligence should be
a national priority, and we would welcome the suggestion that
2012 is an incentive to address the existing problems, where a
lack of consistency in data-gathering and analysis stands in the
way of clear comparisons and strong messages about the impact
of our industry on the country's economy. It is crucial that an
agreement be reached between the national players (VisitBritain,
DCMS) and regional partners, on data gathering and analysis. Until
such agreement is reached, and until this is being implemented,
we believe it is too early to set new targets.
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